IT’S a pickle of a paradox: As our knowledge and expertise increase, our creativity and ability to innovate tend to taper off. Why? Because the walls of the proverbial box in which we think are thickening along with our experience.
This so-called curse of knowledge, a phrase used in a 1989 paper in The Journal of Political Economy, means that once you’ve become an expert in a particular subject, it’s hard to imagine not knowing what you do. Your conversations with others in the field are peppered with catch phrases and jargon that are foreign to the uninitiated. When it’s time to accomplish a task — open a store, build a house, buy new cash registers, sell insurance — those in the know get it done the way it has always been done, stifling innovation as they barrel along the well-worn path.
In her 2006 book, “Innovation Killer: How What We Know Limits What We Can Imagine — and What Smart Companies Are Doing About It,” Cynthia Barton Rabe proposes bringing in outsiders whom she calls zero-gravity thinkers to keep creativity and innovation on track.
When experts have to slow down and go back to basics to bring an outsider up to speed, she says, “it forces them to look at their world differently and, as a result, they come up with new solutions to old problems.”
Monday, December 31, 2007
Knots
Call it Murphy's Law of knots: If something can get tangled up, it will. "Anything that's long and flexible seems to somehow end up knotted," says Andrew Belmonte, an applied mathematician at Pennsylvania State University in University Park. Now, scientists think they may have found out how and why things find their way into knotty arrangements. By tumbling a string of rope inside a box, biophysicists Dorian Raymer and Douglas Smith have discovered that knots—even complex knots—form surprisingly fast and often. The string first coils up, and then its free ends swivel around the other coils, tracing a random path among them. That essentially makes the coils into a braid, producing knots, the scientists say. The results' relevance may go well beyond explaining the epidemic of tangled venetian blind cords. That's because spontaneous knots seem to be prevalent in nature, especially in biological molecules. For example, knottiness may be crucial to the workings of certain proteins (see "Knots in Proteins"). And knots can randomly form in DNA, hampering duplication or gene expression—so much so that living cells deploy special knot-chopping enzymes.
Topology studies shapes. Specifically, it studies shapes' properties that are not affected by stretching, moving, twisting, or pulling—anything that doesn't break up the object or fuse some of its parts. The proverbial example is that, to a topologist, a coffee mug is the same as a doughnut. In your imagination, you can squash the mug into a doughnut shape, and it will retain the property of having a hole, namely its handle.
A sphere is different. You can stretch a sphere into a stick and bend the stick so its ends touch. But turning that open ring into a doughnut will involve fusing the ends, and that's forbidden.
In topology, a knot is any curved line that closes up on itself, possibly after a circuitous path in three dimensions. A circle is regarded as the "trivial" knot. Two loops are considered to be the same knot if you can turn one into the other by topological manipulation, which in this case means anything that does not break the curve or force it to run through itself.
Topologically, a knotted string is not a real knot, as long as its ends are free. That's because either of the ends can always thread back through any entanglement and undo the knot. An open string, no matter how garbled, is the same as a straight segment. (Mathematicians usually think of strings as being stretchable and infinitesimally thin, so in topology there is no issue of a knot being tight.)
Topologists usually work with two-dimensional drawings of knots called knot projections. From different points of view, the same curve will look different and so will its projections. Topologists' best tools for distinguishing knots are algebraic expressions called knot polynomials. These are sums of multiples of a variable, such as x, raised to different powers. The variable has no meaning per se, and all the information is in the numbers by which it's multiplied. But the x's make it easier to calculate a knot polynomial starting from a knot projection.
Topology studies shapes. Specifically, it studies shapes' properties that are not affected by stretching, moving, twisting, or pulling—anything that doesn't break up the object or fuse some of its parts. The proverbial example is that, to a topologist, a coffee mug is the same as a doughnut. In your imagination, you can squash the mug into a doughnut shape, and it will retain the property of having a hole, namely its handle.
A sphere is different. You can stretch a sphere into a stick and bend the stick so its ends touch. But turning that open ring into a doughnut will involve fusing the ends, and that's forbidden.
In topology, a knot is any curved line that closes up on itself, possibly after a circuitous path in three dimensions. A circle is regarded as the "trivial" knot. Two loops are considered to be the same knot if you can turn one into the other by topological manipulation, which in this case means anything that does not break the curve or force it to run through itself.
Topologically, a knotted string is not a real knot, as long as its ends are free. That's because either of the ends can always thread back through any entanglement and undo the knot. An open string, no matter how garbled, is the same as a straight segment. (Mathematicians usually think of strings as being stretchable and infinitesimally thin, so in topology there is no issue of a knot being tight.)
Topologists usually work with two-dimensional drawings of knots called knot projections. From different points of view, the same curve will look different and so will its projections. Topologists' best tools for distinguishing knots are algebraic expressions called knot polynomials. These are sums of multiples of a variable, such as x, raised to different powers. The variable has no meaning per se, and all the information is in the numbers by which it's multiplied. But the x's make it easier to calculate a knot polynomial starting from a knot projection.
Thursday, December 13, 2007
Users are always the same
User behavior tends to follow certain patterns regardless of industry. - "Users are always the same."
So what are these user archetypes, and what's the best way to handle them? Here I present five of the most common user types, gleaned from IT pros in the field, and throw in one of the angelic variety for good measure.
1. The Know-It-All
You know this user. He knows a little HTML, and he defragged his hard drive once, so now he thinks he's an engineer who knows more than you. He often refuses to follow policies and instructions and has been known to poke his head in the server room "just to see what you're up to."
Know-It-Alls often insist on doing things their own way. They change options and settings on their computers just because they can, and they have a tendency to connect devices and download software to their computers that IT does not support.
And, predictably, they're arrogant enough to think they can't possibly be wrong about any of this.
How to handle: Get really technical on them to see if they know what I'm talking about, If it's false bravado, they'll catch on pretty quick that they don't know what I'm talking about and have to concede that I do know more than they do.
IT help desk pros have locked down Know-It-Alls' computers so they can't do extensive damage, and still others say empathizing with the Know-It-All actually does the trick. After all, perhaps they're just trying to expand their knowledge. Whatever path you choose, IT managers advise, don't lose your temper -- which can be easier said than done with this type of user.
2. The Know-Nothing
We've all heard the joke about the clueless user who looks in vain for the "any" key when prompted by their computer to "hit any key." Unfortunately, that's no joke. Meet the Know-It-All's polar opposite, the Know-Nothing -- i.e., the person who knows so little about technology he requires handholding for even the simplest tasks.
These novice users demand a lot of attention and often require multiple visits for help, managers say. They're frequently unable to articulate problems on the phone or over e-mail.
Know-Nothings like routine and often appear terrified of change, and once they've learned a program or task, they're hard-pressed to adapt to a new or different way. Also, they get freaked out by things like unfamiliar icons or new tool bars.
How to handle: It's tough for IT pros to put themselves in the position of novice users, partly because you can't assume they have any level of technical proficiency whatever.
-"It's hard for geeks to oversimplify things."
3. Mr. Entitlement
Often heard uttering the phrase, "Do you know who I am?" this particular user type comes in a variety of subspecies. It may be the CEO, who (let's face it) is genuinely entitled, or it may be a peon in marketing who thinks he's entitled simply because you're in customer service and he's, well, not.
The Entitlement twins are always on deadline with a super-important project, which means it's OK (in their minds, at least) to demand your immediate attention, ask you to skirt established procedures or call when you've got one foot out the door on Friday at 6 p.m.
How to handle: Delicately. All offices have politics, and users in a position of importance can make your life difficult until an issue is resolved.
When dealing with a senior executive, it's almost always in your best interest to drop what you're doing to fix a problem, support pros say; it's simply the smartest course given the reality of office hierarchies.
For those users sitting lower on the corporate totem pole, it's sometimes (stress sometimes) prudent to cater to their demands, provided the criticality of the situation is validated by the user's higher-ups.
4. The Finger-Pointer
Finger-Pointers never think (or at least, never admit) that they're in any way to blame for any of their problems -- you are.
When their systems are running slow, they assume that IT must have "done something to the server." Their lost or misplaced documents and forgotten passwords must be the help desk's fault. And yep, their misdirected print jobs and lost e-mail folders are all part of a vast IT conspiracy to mess up their workdays.
You know you've got a Finger-Pointer on your hands when you hear phrases like, "Everything was fine and then my system just blew up. What'd you guys do?"
How to handle: You can't win battles with a Finger-Pointer, so don't try, help desk staffers say. If they're bold enough to insist you're to blame when they know deep down that you're not, there's no way they'll back down in a public arena, or even privately.
Do not get sucked into a you-said, they-said argument with a Finger-Pointer. Try to say something like, 'Yeah, this software stinks.'" gives Finger-Pointers the feeling that they're not singled out, that others users are having trouble with a particular program or task.
5. The Twentysomething Whiz Kid
This person has dozens of freeware applications on his computer, along with three IM clients and a passel of unauthorized open-source software, and he knows how to use a proxy Web site to bypass the company firewall.
He's the Twentysomething Whiz Kid, a cousin to the Know-It-All, except that the Whiz Kid actually does know something about technology. You can engage in technical debates with the Whiz Kid. He has an opinion on whether non-GPL software can be dynamically linked to GPL libraries. In his cubicle, he has a stuffed Tux, the Linux penguin mascot. And he's highly likely to be a gamer, dude.
How to handle: Is it possible to simultaneously embrace Whiz Kids' enthusiasm while keeping a lid on their technological adventures? You should try, managers advise. However cute and capable they may appear, don't allow them to run amok on your network. Left unchecked, they could inadvertently expose the company jewels.
So what are these user archetypes, and what's the best way to handle them? Here I present five of the most common user types, gleaned from IT pros in the field, and throw in one of the angelic variety for good measure.
1. The Know-It-All
You know this user. He knows a little HTML, and he defragged his hard drive once, so now he thinks he's an engineer who knows more than you. He often refuses to follow policies and instructions and has been known to poke his head in the server room "just to see what you're up to."
Know-It-Alls often insist on doing things their own way. They change options and settings on their computers just because they can, and they have a tendency to connect devices and download software to their computers that IT does not support.
And, predictably, they're arrogant enough to think they can't possibly be wrong about any of this.
How to handle: Get really technical on them to see if they know what I'm talking about, If it's false bravado, they'll catch on pretty quick that they don't know what I'm talking about and have to concede that I do know more than they do.
IT help desk pros have locked down Know-It-Alls' computers so they can't do extensive damage, and still others say empathizing with the Know-It-All actually does the trick. After all, perhaps they're just trying to expand their knowledge. Whatever path you choose, IT managers advise, don't lose your temper -- which can be easier said than done with this type of user.
2. The Know-Nothing
We've all heard the joke about the clueless user who looks in vain for the "any" key when prompted by their computer to "hit any key." Unfortunately, that's no joke. Meet the Know-It-All's polar opposite, the Know-Nothing -- i.e., the person who knows so little about technology he requires handholding for even the simplest tasks.
These novice users demand a lot of attention and often require multiple visits for help, managers say. They're frequently unable to articulate problems on the phone or over e-mail.
Know-Nothings like routine and often appear terrified of change, and once they've learned a program or task, they're hard-pressed to adapt to a new or different way. Also, they get freaked out by things like unfamiliar icons or new tool bars.
How to handle: It's tough for IT pros to put themselves in the position of novice users, partly because you can't assume they have any level of technical proficiency whatever.
-"It's hard for geeks to oversimplify things."
3. Mr. Entitlement
Often heard uttering the phrase, "Do you know who I am?" this particular user type comes in a variety of subspecies. It may be the CEO, who (let's face it) is genuinely entitled, or it may be a peon in marketing who thinks he's entitled simply because you're in customer service and he's, well, not.
The Entitlement twins are always on deadline with a super-important project, which means it's OK (in their minds, at least) to demand your immediate attention, ask you to skirt established procedures or call when you've got one foot out the door on Friday at 6 p.m.
How to handle: Delicately. All offices have politics, and users in a position of importance can make your life difficult until an issue is resolved.
When dealing with a senior executive, it's almost always in your best interest to drop what you're doing to fix a problem, support pros say; it's simply the smartest course given the reality of office hierarchies.
For those users sitting lower on the corporate totem pole, it's sometimes (stress sometimes) prudent to cater to their demands, provided the criticality of the situation is validated by the user's higher-ups.
4. The Finger-Pointer
Finger-Pointers never think (or at least, never admit) that they're in any way to blame for any of their problems -- you are.
When their systems are running slow, they assume that IT must have "done something to the server." Their lost or misplaced documents and forgotten passwords must be the help desk's fault. And yep, their misdirected print jobs and lost e-mail folders are all part of a vast IT conspiracy to mess up their workdays.
You know you've got a Finger-Pointer on your hands when you hear phrases like, "Everything was fine and then my system just blew up. What'd you guys do?"
How to handle: You can't win battles with a Finger-Pointer, so don't try, help desk staffers say. If they're bold enough to insist you're to blame when they know deep down that you're not, there's no way they'll back down in a public arena, or even privately.
Do not get sucked into a you-said, they-said argument with a Finger-Pointer. Try to say something like, 'Yeah, this software stinks.'" gives Finger-Pointers the feeling that they're not singled out, that others users are having trouble with a particular program or task.
5. The Twentysomething Whiz Kid
This person has dozens of freeware applications on his computer, along with three IM clients and a passel of unauthorized open-source software, and he knows how to use a proxy Web site to bypass the company firewall.
He's the Twentysomething Whiz Kid, a cousin to the Know-It-All, except that the Whiz Kid actually does know something about technology. You can engage in technical debates with the Whiz Kid. He has an opinion on whether non-GPL software can be dynamically linked to GPL libraries. In his cubicle, he has a stuffed Tux, the Linux penguin mascot. And he's highly likely to be a gamer, dude.
How to handle: Is it possible to simultaneously embrace Whiz Kids' enthusiasm while keeping a lid on their technological adventures? You should try, managers advise. However cute and capable they may appear, don't allow them to run amok on your network. Left unchecked, they could inadvertently expose the company jewels.
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