Showing posts with label optimizing. Show all posts
Showing posts with label optimizing. Show all posts

Monday, April 14, 2008

If Only Our Bookshelves Were Social...

Some number of months back I ran across LibraryThing. It allows you to catalog the books you've read or have on your bookshelf or wish to read all online. The social networking and recommendations aspect comes into play when it comes to connecting with other folks that have the same books in their catalog that you do -- since they may have books in their own catalog that would be of interest to you. Part of the idea is also that you can keep an eye on what your friends are reading, instead of simply forgetting the book they recommended last week. I actually wanted an online catalog for other purposes as well:

  • Knowing what books I've already bought and have in a pile somewhere but just haven't gotten around to reading....so I don't buy it again
  • Being able to let friends browse my catalog and ask to borrow books
  • Tracking what I'm reading so that it can automatically be tracked on my blog for folks that are interested in what I'm reading (I'm usually reading 3-5 books at a time, at the rate of between 2-4 a month or so typically is my best guess).
So I started out poking around at LibraryThing. It has an active community. The good/bad thing is that yesterday I discovered there are two other similar sites. The bad part is that now I'll have to check them out. The good part is that a bit of friendly competition ought to bode well for those of us that like the idea and find benefits to having our personal book collections cataloged on-line.

There seem to be three sites that serve this niche:
-jr

Thursday, April 10, 2008

Focusing In Tight Times....and in Good

Barry VanderKelen, who heads up the San Luis Obispo County Community Foundation, has a column entitled Nonprofit Strategies that appears from time to time in the SLO Tribune. I often catch it on-line when it appears. Today's is entitled Stay Focused in tight times. In it he asks Israel Dominguez, who became the new director of Cuesta College's Small Business Development Center in November, "how does a nonprofit organization navigate tough economic times?"

What I liked was the advice given by Mr. Dominguez is good for non-profit....and for profit enterprises alike. And not only in bad times -- but good ones too.

You may want to read the article yourself (link again) then come back here. Anyhow, I'm not known for lacking in opinions so I had a bit to add which is below:

For directors (and business owners), it shouldn't be a matter of thinking in terms of good times versus bad times but a matter of thinking: Who really are my customers? What do they truly want right now? How might I give it to them? And, critically, how do I communicate to them in a compelling way that is compatible with their current mindset?

Good times just means we get to be a bit more lazy in our planning and implementation of all of the above while still drifting by. :-) True success -- the kind that is sustainable anyway -- takes deliberate analysis of the marketplace. Once you're in that position you stop worrying about the ups and downs of the economy other than as variables to incorporate into your analysis about what needs and desires you should be meeting for your customers and making sure your marketing is appealing to them in the new context.

Ironically, with a bit of creativity and persistence, economic downturns can actually be incorporated into ones product/service development and marketing messages. All changes and cycles present opportunities for the astute director/manager/owner.

"You only find out who is swimming naked when the tide goes out." -- Warren Buffet

Wednesday, January 16, 2008

Finally Was Time To Hire An Assistant

Well, I finally broke down. I hired Sandy and the fact that I can call her anytime with my speed dial is amazing, though it's still taking some adjustment to get used to not having to do it all by myself. She makes sure I don't forget to do things, reminds me about appointments, looks up information for me, calls ahead to let folks know I'm on my way or running late, and jots down thoughts and ideas that occur to me while I'm out and about away from my computer. Oh, and because she gets along well with others, there are endless possibilities to improve how I work. If this trial continues to be so promising, and thus I decide to keep her around, I just hope I can continue to afford her along with the tools she needs to do her job.

-jr

Thursday, January 3, 2008

Is Risk Aversion Our Greatest, Uhm, Risk?

Are WE Holding Ourselves Back?

(This is a draft of an informal essay I wrote today. Figured this would be a good place to post it and garner some feedback). A brief excerpt:

"Often we're concerned about failure. The great irony about the perception most humans have about taking risks and failing is that it nearly insures that most of us will, in fact, have the greatest failure of all: never seeing our most fruitful ideas turned into reality and achieving our most important goals in life. Our built in risk aversion is really, quite ironically, our greatest risk of all. A wolf in sheep's clothing."

"The truth is that most of us can handle far more “risk” than we currently do. On the other hand, we could do with a lot less of the risks we do chose to take on...."
Most of us are capable of far more than we give ourselves credit for. Fortunately, we are the only ones holding ourselves back.

Usually due to a combination of starting something worthwhile but not finishing it and coming up with a good idea but not doing anything about it (taking action), we stand still or, at best, make very very slow progress. Thus, at best, even if we make some progress towards our goals we still do not end up actually passing the goal line.

Often we're concerned about failure. The great irony about the perception most humans have about taking risks and failing is that it nearly insures that most of us will, in fact, have the greatest failure of all: never seeing our most fruitful ideas turned into reality and achieving our most important goals in life. Our built in risk aversion is really, quite ironically, our greatest risk of all. A wolf in sheep's clothing.

Our perception of the risks of most failures are outlandish. While there are certainly some things that are risky enough they could, say, kill us outright, most failures are far less dramatic. Some types of failures can be quite stressful to be sure. Some may even shorten our lives by a few years (due to the stress, though even a bit of short-term stress can sometimes be worth it if it makes the remaining years that much more satisfying). But nowhere near the percentage we think -- of “risky ideas” that we all come up with in our day to day lives -- are even half as horrifying in impact, if we were to take action and fail, as we might convince ourselves they are.

Our comfort zones hold us back. However nearly all good things that come to us, arise from somewhere outside of our comfort zones. Taking on our first real job. Driving for the first time. Taking an entrance or certification exam for a college program, to teach, or some other program we want to pursue to push our careers forward. Marrying for love. Having our first child. Flying for the first time. Learning to swim. Passing a difficult test that forced us to really learn the subject matter rather than simply memorizing a few key concepts. Learning to take our first step (though most of us will lack firsthand memory on this one). Asking someone attractive (in whatever way you deem important) out on a date or even simply for coffee. Starting a blog and posting our real thoughts, opinions, and ideas out there for the world to yell back that we're wrong. :)

While each of these can be stressful in the moment, that feeling soon subsides (especially with practice and time). Without these stretches, life would be so boring and, well, lifeless. We grow, becoming more comfortable in our new terrain. When viewed with a receptive mind, we even learn a lot from our failures.

Nearly all “firsts” in our lives are outside of our comfort zone. In fact, some of them may even be far more realistically life threatening than the other ideas and opportunities that we chose not to take action on. So much for our built-in perceived versus real risks radars.

When I was starting my most recent consulting business I knew there was a good chance that cash would get a little tight for a while. Since I knew that was a high probability outcome along the way towards my goals, I could plan to address it. I could take some actions to handle the looming issue and I could think through some of the options I'd have, depending on how bad things got when the time came. To me, that wasn't really a risk. I trusted myself and thought my way through it. There are few situations in life where we have absolutely no options. It wasn't that I didn't worry about having money to pay the rent and buy food. It wasn't that it didn't stress me out. It was more that the real risks that scared me more than the others were the things that I might have fail(ed) to anticipate and plan. To a certain extent, the ones entirely (or mostly) outside of my control, were a big deal but, again, it's all about having options. As long as I was confident I'd have options, the number of real risks in my world quickly shrunk and became manageable.

The truth is that most of us can handle far more “risk” than we currently do. On the other hand, we could do with a lot less of the risks we do chose to take on....

Our perceptions that result in us not taking on risks that we should while continuing to do things that we shouldn't are even more humorous when considered in another light. I got my first credit card when I was eighteen. It was an American Express. A Mastercard soon followed. At first, I had the money so it really wasn't a big deal. Then I left my comfy job to try my hand as a pseudo-partner in a friend's business venture. That fizzled out. I had some savings from a well timed stock option sell-out. It didn't take long to burn through that. After all, I'd gotten used to a pretty good salary (even if I hadn't been only eighteen at the time). I temporarily struck out on my own (consulting without any specific plan other than to explore new business opportunities) and then, a short time later, became a partner in another new business venture. Well, my financial situation changed quite a bit over that time period. And, like many early entrepreneurs without a solid win under their belts, my partners and I didn't pay ourselves much since we were in start-up mode. But, hey, I didn't have to change my lifestyle – I still had all those credit cards, right?

Give nearly anyone a few dollars and they'll have no problem finding a way to spend it to get something they need (let's not worry about the distinction between need and want for today). Now combine that with easy access to credit (credit cards and home equity loans are the most common current incarnations). Coupled with the basic desires that we all have to please ourselves, get a bit of instant gratification from time to time, and reward ourselves for a job well done or some ill we suffered that day, and our perceptions of risk go out the door.

Suddenly we're no longer thinking about how we'll afford to pay off that large credit card balance next month, how much extra we'll really have paid for today's little indiscretion due to the compounding interest we'll have paid before the balance is gone months or years down the road, and, worse in my mind, the opportunity cost that slowly at first and incrementally over time builds up until we have convinced ourselves that we “just don't have the money to do whatever we want”.

We want everything now so much that we put ourselves in a permanent position of never actually getting what we want. Irony can hurt, especially when it's wired into the standard operating procedure of our brains. It's a bit like the inverse of “wanting to have our cake and eat it too”. We use perceived risks as excuses not to do the things we really should if we actually want to achieve our goals. And we toss out the real matter-of-fact risks when it comes to acquiring the things we could probably do without for just a bit longer. If only... If only...

“I want it now, the future be damned!” Don't get me wrong. There's a time and a place for this attitude – it can be what gets us through some days. We're all human and I doubt we're supposed to be perfect all the time. Besides it's no fun to be perfect. The problem is recognizing when it has become a habit, a regular occurrence, and something that we keep doing even while making excuses about not doing the things we know we really should. (Sadly it can become a feedback loop unto itself, it almost being worse if we are aware that this is what is going on but don't have the strength left to pull oneself out of it so we feed the indiscretion monster more to get through each day and it gets worse -- so watch out!)

While we can be our own worst enemies, remember that is a good thing as well. It means it's under our control. While it's not easy to fight what is hard wired into our own brains, it can be easier than many other battles we participate in outside of ourselves. It's certainly a more important (and probably much more effective) fight. I challenge you:

  1. What is one really attractive goal you have?
  2. What step, or even steps if you are really on it, have you taken in the last day to get you there?
  3. What about in the last week?
  4. The last month?
  5. The last year?
  6. The last decade?
  7. Don't beat yourself up over the answers to #2-#6. More importantly, what are you going to do TODAY?
  8. Now, to make it a little easier to stay on the ball tomorrow with your new ambition, what is something you can do tomorrow as well?
  9. And the next day?
  10. And the next?
  11. Good work --- keep it up! Momentum has a tendency of building, even from nearly nothing. You'll be there in seemingly no time if you keep it up. But you do have to START somewhere. Get moving. NOW.
-jr

Thursday, December 20, 2007

Asterisk Mashes Up Politics

I ran across this application today, called CommitteeCaller.com, which makes it easier for (U.S.) folks to contact their representatives. It's a nifty example of the type of applications that become possible when some imagination gets combined with lowered barriers to entry. This is what mashups are all about. Taking information that is out there on the Internet and combining it in ways that make it more useful, accessible, relevant, visible, etc.

This particular one uses Asterisk for the telephony, a database built from information on the Internet, and a custom AGI to interact with the user input, look up things in the database, make the calls, and get post-call rating feedback. AGIs are the equivalent of HTTP world CGIs (yes, the Asterisk world is progressing quite fast but the Web did get a big head start on it so it's still a little behind; CGIs, or AGIs, are pretty 1997 but you have to start somewhere).

Just wait until all the old school web developers that are used to coding in PHP, Ruby (Adhearsion), C, Perl (Asterisk::AGI), etc. discover they can write Asterisk telephony applications just as easily and in the same languages. (The Adhearsion page, even if you're not a Ruby programmer, has a good overview and example applications if you're curious).

CommitteeCaller.com is a site that allows one person to target an entire congressional committee over the phone. The web application utilizes the open source Asterisk PBX system to connect you to every senator or house member on a particular committee. No more digging around the 'net entering zip-codes to retrieve phone numbers of representatives. CommitteeCaller.com automates the tedium of finding and dialing your favorite politicians.

Select a committee, enter in your phone number and click "Put me in touch with democracy!" and you'll be called by our system and sequentially patched through to the front office of each member on that committee. You can even rate how each call went; information that will enable us to rank representatives on how accountable and responsive they are to their constituents.
[...]
Once connected Committee Caller will tell you which representive you are calling, who their legislative director or chief of staff is, and what district they represent. At any point you can use the * to hang up the call and move on to the next one. Remember not to hang up after each call as you will have the opportunity to rate how your call went.

-jr

Sunday, October 7, 2007

Relationship Management for Non-Profits (Software)

This software package, CiviCRM, looks promising. It is an implementation of a "Customer Relationship Management" solution, but for organizations that don't really have customers in a commercial sense but still have plenty of relationships to manage. It's a bit like SugarCRM or Salesforce.com but designed for not-for-profit type entities.

If you are involved in a non-profit agency that takes donations or has volunteers, this software may help you optimize your relationships, boost your effectiveness, and provide some dashboard like functionality for managing your organization. Well, that's the theory anyhow. :-)

It appears to have an active community and developers. And a good amount of documentation, a FAQ, a blog, and user forums. All signs that bode well for a sustainable open source project, since many applications die off without achieving critical mass.

I have not used it. I ran across it while researching some other software. Since I know folks involved in managing several non-profits, I wanted give them a heads up to explore further. If anyone takes a closer look please let me know how it goes!

http://civicrm.org/aboutcivicrm

CiviCRM: A Free and Open Source eCRM Solution

CiviCRM is the first open source and freely downloadable constituent relationship management solution. CiviCRM is web-based, open source, internationalized, and designed specifically to meet the needs of advocacy, non-profit and non-governmental groups.

CiviCRM is a powerful contact, fundraising and eCRM system that allows you to record and manage information about your various constituents including volunteers, activists, donors, employees, clients, vendors, etc. Track and execute donations, transactions, conversations, events or any type of correspondence with each constituent and store it all in one, easily accessible and manageable source.

CiviCRM is created by an open source community coordinated by CiviCRM LLC, and the 501c3 non-profit Social Source Foundation.


There is a (amateur but it'll give you an idea) Introduction to CiviCRM video and some others here.

Thursday, September 20, 2007

Who Surveys the Surveyors?

(Questions That Every Survey Should Ask)

Four out five times I'll just toss out those surveys that get printed on the receipts from retailers, restaurants, coffeehouses, etc. If I'm looking for a distraction (or remember that I stashed one in my wallet the next time I'm there while I'm standing around in line anyhow) and the freebie I get for doing it entices me, I'll do one.

It's pretty frustrating to be willing to provide feedback only to discover the survey is your main gripe about the establishment. Based on my survey experiences, one of the following queries should be appended to every survey any company ever does. They basically all boil down to: "Did this survey suck?"

Q: On a scale of 1 to 5, how would you rate the friendliness of this survey?

Q: On a scale of 1 to 5, how would you rate the length of this survey?

Q: On a scale of 1 to 5, how would you rate the clarity of this survey?

Q: On a scale of 1 to 5, would you be likely to take a survey like this every again under the same pretenses?

If it's a written, online, or in-person survey (difficult to do with an automated phone survey) they might even ask something like: Do you have any ideas about how we might make this survey better?

If I had a great experience otherwise, well, we can all spell i-r-o-n-y, right?

-jr

Thursday, August 16, 2007

I Don't Know. Really.

Sometimes we don't really know the answer but pretend we do. In fact, sometimes may be an understatement. Not knowing the answers -- or having enough data to have an informed opinion -- but pretending we do is not the foundation upon which to have a discussion to help yourself or someone else arrive at a more informed opinion.

This is particularly important with complex worldly issues (say, geopolitical problems that have the potential to create wars). Few of these types of issues have truly black and white answers. The "truth", such as it is in these cases, often lies within carefully selected -- yet still meaningful -- nuances that can only be honed after significant study and analysis.

Best case, we come off silly. Worst case, we, well, kill a few people. Thankfully we're all adaptable and like to better ourselves. So we can get better at all of this.

Get out there and vote but become truly informed first -- don't just sound informed to those that already agree with you. Be able to have an honest opinionated discussion with folks that don't agree with you and still walk away with an understanding of where they are coming from. If you can't do that, you probably don't know what you're talking about -- and should get back to reading, researching, and thinking before opening your mouth.

Anyhow, the excerpt (along with watching lots of West Wing episodes) that inspired this post (even though it was talking about managing software projects) is below:

True Factors

Next time someone tries to pin you down for an exact answer to an unknowable question — whether it's for a deadline date, a final project cost, or the volume of milk that would fit in the Grand Canyon — just start by taking the air out of the room: say "I don't know."

Far from damaging your credibility, this demonstrates the care you bring to your decision-making. You're not going to just say words to sound smart. It also levels the playing field by reframing the question as a collaborative conversation. By learning how exact your estimate needs to be (and why), you can work together to develop a shared understanding about the true factors behind the numbers.

—Merlin Mann, creator and editor of 43folders.com

Friday, August 10, 2007

Thinking Differently About Problem Solving

We are obsessed with coming up with solutions but rarely do we step back to truly consider the most effective process for generating optimal solutions consistently. And we're quite reliant on mental heuristics, which are certainly helpful in our day to day lives, that deceive us into making intuitive but sub-optimal decisions in ways we are unaware of. And, finally, we're influenced by conventional wisdom which may not be so, well, wise.

A nifty (only 19-page) essay on the topic of generating optimal solutions more consistently that I ran across today on ChangeThis.com:

Mind of the Innovator: Taming the Traps of Traditional Thinking
By Matthew E. May

Matthew May [...] brings our attention to the ‘Seven Sins of Solutions’, the traditional ways of thinking that prevent us from divining the most accurate—and elegant—of solutions to any problem solving situation. Using accessible examples, you’ll find yourself saying “Yes! That happens to me!” as you read. Lucky for us, May also provides methods to avoid those deadly sins and train our brains to think differently, allowing our inner innovator to flourish.

http://changethis.com/37.01.MindInnovator
http://changethis.com/pdf/37.01.MindInnovator.pdf