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Year 2009

Entries 10 Total

The Power of Gray.

Apr 14, ’09 10:13 PM

Starting anything from nothing can be overwhelming enough to not start it at all.  In the art and design world, ideas usually start with a sketch, and if you can’t start a sketch, you’re pretty much stuck.

One of the reasons why artists find it difficult to start on any given piece is because the “canvas” is pure white.  Starting with paper that is already gray (of any shade) can help reduce the “fear” of making a mistake and thus increases the artist’s confidence.

A recurring assignment that I have been working on for the past several weeks in Design Drawing I involves sketching twenty objects (of varying types) using proper perspective, gradation, line weight and shadows.  One of the challenges that I have faced – and will likely face forever – is deciding what to sketch.  Interestingly enough, I’ve found that the shade of the paper helps me feel more confident and allows me to get ideas on paper much more rapidly.

There are times when even lightly shaded paper doesn’t do the trick.  You then have to resort to other methods.

Thumbnail sketches are a second option – i.e. smaller, rapid sketches that convey the general concept.  I’ve found this to be extremely useful for generating many ideas in a short period of time.  Not all ideas will have “merit” but for the remaining that do, it provides a good basis from which to create larger and more refined sketches.

There are times however when you run out of ideas even at the thumbnail “stage”.  Excluding the obvious solution – which may very well be to run out to the library or other research outlet to find new inspiration – one idea is to just draw anything, and I mean ANYTHING.  Random lines, circles, or any other primitive shape.  In a word – scribble! Once you have something down on paper, your brain will naturally start to find “meaning” in what you’ve drawn (more on this concept in a separate post).  Think of this concept as a “creativity primer”.

This technique is actually used by many artists, including Nicolas Bouvier (or “SPARTH” as he is better known in the concept design community).  His book Structura is an excellent compilation of his concepts, many of which were started from random lines and scribbles that were transformed into truly amazing illustrations.  The phrase “building something from nothing” is clearly evident here!

There are of course many other techniques that can help artists and designers increase their idea generation “potential” and give them the confidence to get beyond their fear and START being creative.  This “creativity generator” concept is very interesting to me because I feel it has applicability to many other areas outside of the art and design arena.

If you feel that you are struggling getting started with anything – think of how you can apply the “gray paper” concept to that particular challenge.  What can you do to help you get over your fear of the unknown?  You may not know what is blocking you from moving forward.  Therefore, think about the problem in a different way – think about ways to eliminate the barriers vs. thinking about the underlying activity.  You may find that this technique allows you to go past the tipping point which will allow you to move forward more easily.  If you find another barrier along the way, think of additional ways that can boost your confidence.

Start with the minimum to get the maximum.

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BP’s “Living Lab”.

Mar 28, ’09 10:31 PM

One of the challenges with introducing new products and concepts into an environment is that one never knows how the “customer” will react.  There are, of course, many ways to ensure that new product and service offerings are accepted more readily.  Some basic methods involve customer surveys and usability studies, while more advanced examples involve in-depth “anthropology” – i.e. studying how people behave and react to challenges and designing appropriate solutions to meet their needs.

BP has taken a unique approach to this “anthropology” concept through another advanced concept known as the “Living Lab”.  Instead of simply designing what a “next-generation” gas station could look like, they actually built it.  The formal name of this innovative gas station is the “Helios House”.

In terms of the objective, BP’s web site says it best:

It’s not a prototype “station of the future.” It’s a station for today that’s a little better, a living lab where we can try out ideas for other stations and where people can find ideas they might want to bring into their own lives. It’s a kind of a conversation between BP and people who come into the station, a conversation about how we can both move up a notch on the greencurve.

In looking at the associated PDF (also on the web site) and visiting the station in person, it’s clear that BP met its objectives.  While BP staff may not emulate IDEO’s staff in terms of pure anthropology, the concept of the “Living Lab” has its share of benefits.

helios_2helios_3helios_13

Instead of deploying this new design across the board, they built just one.  This single unit allows them to test in the real-world which will allow them to make better long-term decisions later on.  Another benefit is the “osmosis” effect – the sheer presence of the building can encourage customers (and even competitors) to think more carefully about their environmental footprint, which ultimately benefits everyone.

The numerous concepts employed in the “Helios House” are interesting by themselves, and even more interesting when combined.  Is there a way where you can design and deploy your own “Living Lab”?  What concepts would make up the larger puzzle?  What should the puzzle look like, and can customer interaction with the “lab” allow for the creation of a new puzzle?


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Lessons in Efficiency.

Mar 10, ’09 9:33 PM

I am currently taking “Design Drawing I” – a foundation Industrial Design course at the Academy of Art University.

One of the interesting aspects of this class is that while I am gaining considerable knowledge about perspective drawing, sketching and rendering, one of the foundation lessons involves the development of an efficient sketching workflow.  Understanding the reason behind the prescribed workflow, working within that workflow, and streamlining all aspects of the workflow is key to succeeding in the course (and beyond).

The workflow conveyed in the course typically involves the following four steps:

  1. Thumbnails – very small sketches designed to be created in five minutes or less to determine composition.
  2. Sketching from still life – a loose sketch designed to distinguish light and dark areas.
  3. Drafting – drawing the objects in proper perspective using the life sketch as a reference point.
  4. Final Render – transferring the draft to charcoal paper for the final NuPastel render.

The first several weeks of the course were very challenging for me because while I understood the workflow in principle, I didn’t really grasp the importance of each step until fairly recently.  Because of this lack of awareness, I started to work outside of this workflow.  Not surprisingly, I was less efficient and early on I began to see the class as a “means to an end” vs. the true learning experience I originally signed up for.

Ironically enough, one reason why I originally worked against the workflow was to try to be more efficient.

One of the early lessons in efficiency (i.e. overcoming procrastination) is to “work on the most difficult task first”.  The reasons for doing so are obvious: eliminate your main barrier and everything else will be much easier to complete.  Because of this lesson, I focused on the drafting and render first (the most difficult steps in the above workflow) before spending time on the thumbnails and life sketch.

After realizing my error, I decided to abandon this early efficiency lesson and instead work within the defined workflow.  Due to this change, the past week has been significantly better both in terms of overall (sketch) quality and personal satisfaction.

This concept has applicability to the workplace as well. In general, companies that operate efficiently do better than those that do not.  This is one reason why companies focus their energies on process engineering and process improvement methodologies such as Lean and Six Sigma – i.e. highly efficient processes mean the company can do more with less (e.g. time, money, resources, etc.), and this makes them more competitive.

As with my experience in the classroom, associates who work outside of or against these established processes (for various reasons) can frequently find this behavior to cause them (and others) greater dissatisfaction and efficiency loss in the long-run.

Perhaps the lesson here is not really about efficiency gain – it’s about understanding what you hope to gain from the experience.  If you are treating the activity as a “means to an end” (e.g. a specific result, grade, etc.) then you will likely be less efficient in the long-run, and you may never achieve your objective.  In contrast, if you operate with the mindset that you are working solely for the experience, your satisfaction will increase and you will be efficient by default.

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Departure Board.

Feb 26, ’09 5:31 PM

If there is one primary source of information in airports and train stations, it’s the “departure board” – the dynamic visual that shows arriving and departing traffic for the entire terminal.

In the past, this information was typically centralized to a single “board” – terminals such as Grand Central and Penn Station are prime examples.  As time went on – and as each terminal expanded to accept greater passenger numbers, this information became decentralized through supplemental video displays.

The primary variable driving change on the board is time.  Airline and rail schedules change fairly often and delays from weather or mechanical problems can result in additional scheduling changes.  Fortunately, the board is designed to quickly communicate these types of changes in an easy-to-understand manner.

I have always been intrigued with these displays – particularly in large transportation hubs – because their operation is so critical to the successful operation of the center.

One of the reasons I thought of this concept was to help me centralize the things I needed to focus on.  I was frustrated with task lists and supplementary artifacts to keep track of this information – I needed my own “departure board”.

Since I find myself in front of my computer screen most of the time, I thought this would be the best place for such a visual.  Using Photoshop, I created an image sized accordingly to my screen resolution which lists my key focus areas – Creativity, Bionic, Mental, etc. (from the REGEN framework).  Beneath each header, I listed the specific tasks that I was working on.  I then made that image my background.

What was once a blank screen is now an information source that helps increase my focus and keeps me moving in a positive direction – which is exactly what a departure board is designed to do.

Using your computer screen’s “real estate” for important information is one approach, but you may find an alternative place for such information.  Think of your life as an airline or rail terminal – where is the best place to keep track of your life?  How frequently should the “board” change?

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New Book Additions.

Feb 17, ’09 10:52 PM

I’ve added three new books to my reading list:

Industrial Design

1. The Design of Everyday Things by Donald A. Norman

Genres: Business and Investing, Health, Mind & Body, Professional & Technical, Science

Product Description: First, businesses discovered quality as a key competitive edge; next came service. Now, Donald A. Norman, former Director of the Institute for Cognitive Science at the University of California, reveals how smart design is the new competitive frontier. The Design of Everyday Things is a powerful primer on how–and why–some products satisfy customers while others only frustrate them.

Science

1. The Brain that Changes Itself by Norman Doidge

Genres: Health, Mind & Body, Medicine, Professional & Technical, Science

Product Description: An astonishing new science called neuroplasticity is overthrowing the centuries-old notion that the human brain is immutable. In this revolutionary look at the brain, psychiatrist and psychoanalyst Norman Doidge, M.D., provides an introduction to both the brilliant scientists championing neuroplasticity and the people whose lives they’ve transformed. From stroke patients learning to speak again to the remarkable case of a woman born with half a brain that rewired itself to work as a whole, The Brain That Changes Itself will permanently alter the way we look at our brains, human nature, and human potential.

2. The How of Happiness by Sonja Lyubomirsky

Genres: Health, Mind & Body

Product Description: A groundbreaking, practical guide to attaining happiness based on innovative scientific research, The How of Happiness is a powerful contribution to the field of positive psychology and a gift to people who have sought to take their happiness into their own hands. Drawing upon years of her own pioneering research with thousands of men and women, psychologist Sonja Lyubomirsky reveals that much of our capacity for happiness is within our power. Detailing an easy-to- follow plan, including exercises in new ways of thinking and understanding our individual obstacles, The How of Happiness offers a positive and empowering way to sustain a new level of joy in our lives.

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Emotion Detector.

Feb 12, ’09 7:09 PM

Several years ago, I was introduced to the concept of a “trigger” – a specific action or event that results in a specific emotional response.  I found this very interesting because the very nature of a “trigger” helped me formulate a conceptual model that I could use to manage my emotional response to specific actions or events.

Over the past few weeks, I thought of expanding upon this idea to broaden its use.

Let’s first explore what a “trigger” really is.  To do this, let me give you a very basic example from many years ago.

I used to work very late hours because I was fortunate enough to truly enjoy what I was doing.  When it came time for me to leave, a co-worker would frequently ask – jokingly – “Are you leaving early?”  Interestingly enough, my co-worker’s question (the “trigger”) indirectly resulted in feelings of guilt and sometimes even anger (!):

Guilt = “Am I not working hard enough?”

Anger = “What else do I need to do!?”

After many weeks of hearing the same question, I stopped to think about why this question was so problematic for me.  After much reflection and self-analysis, I was able to understand the underlying reasons behind these feelings.

The limitation of the trigger is that it doesn’t really “solve” the problem.  A trigger is telling you that you will have a specific emotional response given a specific event, but it does not ultimately address the underlying “issue”.  It does, however, point you in the right direction.

By the very nature of the brain and one’s personality, everyone will have triggers – so the objective is not to eliminate the need for triggers, but instead try to perhaps minimize the need for them.  The way to achieve this is through “emotional containers”.

An emotional container is a way to conceptually “compartmentalize” a particular issue that you may be dealing with in such a way where you can better manage it.

The number and magnitude of each container is highly dependent upon one’s life experiences – both past and present.  Furthermore, some containers are “permanent” while others are “transient”.

To help visualize this concept, someone who has experienced numerous challenges in their life, may have one one large container that is linked through numerous triggers – i.e. many different “events” can trigger a single emotional response (of significant “magnitude”).  Another person may have numerous containers linked by a single trigger – i.e. one question or comment could trigger multiple (and varying) emotional responses.

More specifically, an emotional container contains the “root” issue along with the emotions that relate to that issue.  If one were to partition their subconscious mind, it could be perhaps represented through these “emotional containers” and their associated “triggers”.

In order to build this “subconscious superstructure”, one should ask themselves the following questions:

  1. What are the things that result in immediate emotional responses?
  2. Where do these triggers link to?
  3. What is the underlying issue or theme behind these triggers?
  4. Is there a way to minimize these containers or even eliminate them completely?

The goal – over time – is to become your own “mind cartographer”.  By taking the time to understand the concept of a “trigger” and “emotional container” you may be able to improve your ability to constructively deal with (negative) thoughts and feelings. 

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BIONIC: Control Training.

Feb 11, ’09 10:11 PM

To effectively measure performance improvement over time, one needs to establish a baseline from which to work.  This baseline is captured through “control tests”.  In the Suunto Training Guidebook, it describes three such “control tests”.

The first test is called Submaximal Control Training.  From the manual:

“Submaximal control training allows you to measure changes in your performance without having to exert yourself to the limit.”

The basic strategy is to 1) warm up for 5 to 10 minutes, 2) run a set distance (e.g. 1-2 miles) at your target heart rate (for submaximal control training), and then 3) cool down for 5 to 10 minutes.  As one’s fitness improves, it will take less time to complete the distance while keeping one’s heart rate constant.

According to the training guide, the submaximal HR range for my age group and “level” is between 142 and 165.  To help me, I set the T6c to generate audible alarms when my heart rate went below 142.  The key is to run the same distance but keep the heart rate and EPOC (Excess Post-Oxygen Consumption) values constant.

Here is what I did for my test: (Heart Rate Range: 145-149)

  1. Warm-up: 5 minutes
  2. Run: 1 mile (6:40 – est. 7 min.)
  3. Cool-down: 0.15 miles (unknown time)

The second test is called Maximal Control Training.  This provides more accurate information than the previous test, and allows you to determine your maximum heart rate.  In this test, you perform the Submaximal plan (using the same distance), rest for 0-2 minutes, and then repeat the Submaximal test but at maximum speed.

My first maximal control test ended prematurely around 3 minutes – my pace was too fast.  I was able to run 0.8 miles in that time period with an average heart rate of 160-165.  The next test needs to be slower so that I can reach the 1 mile mark.

The third test is called the Cooper Test.  The purpose of the test is to run as long a distance possible in 12 minutes.  This test measures endurance.  For this test, I was able to complete 1.82 miles – or 2929.006 meters – in the 12-minute duration.  Based upon the “Fitness Classification” chart found in the training guide, anything over 2700m for my age group is considered “Excellent” so this is good news.

Fortunately, I am now able to calculate two other metrics using the results from the Cooper Test – MET and VO2MAX.

MET stands for Metabolic equivalent, the oxygen consumption caused by basic metabolism.  At a basic level, 1 MET is equal to the amount of energy required at rest.  This metric is also used to measure the energy consumption of exercise.  The MET equation presented in the training guide is:

MET = 0.005 x Result of Cooper Test (meters)

My MET value is 14.64503.  At a basic level, this means that this test was 14x my MET value at rest (1 MET = 3.5 ml / kg).  From what little I know about this metric, I would imagine that this metric should decrease as my fitness level improves – i.e. my energy consumption should become more efficient over time.

The second metric is VO2MAX, which stands for Maximum oxygen intake capacity – i.e. the amount of oxygen that a person’s body can take into use from breathed air during maximum performance.  Since VO2MAX is also based upon oxygen consumption, its measuring unit is ml / kg or MET.  The VO2MAX equation presented in the guide is:

VO2MAX = 0.0175 x Result of Cooper Test (meters)

My VO2MAX value is 51.257605.  According to “Aerobic fitness norms for men” in the PDF, this value is just below “Excellent” at a 6 out of 7.

Moving forward, I need to maintain my oxygen intake (VO2) as close to this maximum value as I can during a given training session to improve performance.  In addition, I will conduct these control tests every three weeks or so to determine the level of improvement.

The concept of a “control test” is essential for measuring physical performance over time.  What are some other “control tests” that you can apply to other aspects of your life?  How do you know that you improving?

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PsG3 Regen: “The Living Rulebook”

Feb 8, ’09 2:00 PM

A perfect example of the “interconnectedness of things” (i.e. the fundamental principle behind this blog) is the concept of a “living rulebook”.

In an earlier post, I spent some time understanding the rules behind the game “Twilight Struggle”.  As I went through this exercise, I started to think about how the concept of a “rulebook” could apply to my own life.  Could I have my own “rulebook”?

REGEN introduces the “living rulebook” concept which is a set of “rules” that will help guide my life in a better direction – i.e. one that is more aligned with my core values and beliefs.

Here are the initial set of rules that I need to pay close attention to: (in no particular order)

– Be thankful with what you have.
– Be conscious and aware.
– Be comfortable with your decisions and eliminate justification.
– Eliminate / reduce dissonance.
– Know that you are smart enough to continuously reinvent yourself.
– Don’t be afraid of change and the unknown.
– If you feel it’s the right thing to do, then do it.
– You could be gone tomorrow – be happy now.
– Keeping moving forward at all costs.
– If you aren’t adding value, then find a way to do so.
– Be present and be known.
– If you don’t want to do something, don’t.
– Feel and be open to “pain” to allow for greater growth.
– Problems that seem significant now usually aren’t over the long-term.
– Life doesn’t have to become more difficult – it can be easier and more fulfilling.
– Depression lasts only as long as you allow it.
– Solve the problem.
– Don’t be afraid of failure.
– Start something that you are afraid of starting.
– Take calculated risks often.
– Ask permission later.
– You may not be good at something now, but you will be if you keep trying.
– Program your mind in a positive direction.

This “rulebook” also establishes five high-level directional messages:

1. Keep Moving Forward
2. Live in the Now
3. Make Conscious Decisions
4. Be Open
5. Be Strong
6. Think Positively

In day-to-day life, it’s sometimes easy to forget about the things that are most important to guide one’s life.  This “living rulebook” is one technique that I think will help me maintain perspective and enable better decision-making in the short and long-term.

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PsG3 Regen: “Advancement Subsystems”

Feb 1, ’09 1:03 PM

By defining PLANESCAPE as a “system”, it seems natural to think of it’s underlying components as “subsystems”.

Subsystems are a way to “logically encapsulate” core themes essential for growth.  By aligning subsystems with my core value system, I think the Planescape “superstructure” can remain somewhat constant while still allowing for change / growth.

Regen introduces the following four (advancement) subsystems:

1. Mental
2. Creation
3. Bionic
4. Core

The “mental” subsystem exists to further accelerate development and expansion of the mind.  This aligns with my fifth and sixth values – “Learning” and “Challenge”.  The concept of brain plasticity is one of the main drivers behind this subsystem

The “creation” subsystem complements the mental subsystem in that it focuses exclusively on the creative (right) side of the brain.  This aligns with my eighth value “Creativity”.  While this encapsulates all of my traditional creative pursuits – industrial design, illustration, photography, etc. – it is actually much more than this.  It’s ultimately about idea generation.

The “bionic” subsystem focuses on improving the physical component (i.e. my physical self).  Bionic aligns with my third value – “Health and Wellness”.  Bionic is a new mindset and strategy that will take me into the next dimension of physical performance.

The “core” subsystem serves as the “foundation” to the other subsystems – it’s the engine that runs everything else.  Because of this, it ultimately aligns with the entire core value set.  All aspects of interpersonal relationships – building and strengthening – are at the heart of this subsystem.

The introduction of the “subsystem” will ultimately streamline planning efforts and will enable me to focus on the underlying activities.  This will, in turn, allow for more rapid growth and development in all areas.

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PLANESCAPE Generation 3: “Regeneration”

Jan 31, ’09 8:11 PM

As mentioned briefly in the BIONIC post, I have been working fairly consistently on defining the next generation of PLANESCAPE, which I call “Regen”.  Over the next several posts, I will share the details behind this new approach as well as its multiple “advancement subsystems”.  I believe this new framework will allow even more intellectual and interpersonal growth over the coming years, so I am excited to share this here!

Q: What is Regeneration (or “Regen”)?

“Regen” is the third major release of the Planescape advancement framework.  It is an evolution based upon personal and professional experiences over the past 3-4 years, extensive research and intense self-analysis.

Q: What was the catalyst for Regen?

It is difficult to pinpoint “one” main driver.

At some point in 2008 I came to the realization I was not taking care of myself.  Unfortunately, by the time I realized this, my overall self-confidence and self-esteem were at an all-time low.  Recognizing this, I took steps to read more about the challenges I was facing and what I could do to better understand who I was, how to manage my thoughts, and advance to the next level of “life”.

I also came to a realization that I didn’t have a clear sense of my values.  In fact, up until this point, I really had not taken the time to identify values that were ultimately important to me.

Finally, I think came to the conclusion that things in my life were not “working” and I needed to make significant changes to make things better.

Q: How does Regen differ from previous Planescape “releases”?

When I first came up with the idea for Planescape, there was no real concept of an advancement “framework”.  Or if there was, the framework was quite simple – it consisted of dividing my life into short-term “phases”.  Each phase served as an entity for identifying and tracking goals for a 3-6 month time period.  It was a way for me to document my history and to learn from that history.  I call this “Version 1.0”.

Version 1.5 introduced the “Plane” concept.  At this point, I realized that the phases seemed to exhibit a natural “evolution” all on their own.  I wanted some way to capture this evolution while at the same time identify a long-term vision and align these phases within that vision.

Version 2.0 saw the introduction of numerous “foundational” elements.  It was at this time where I realized that having short and long-term goals was not enough to be successful.  In this version, I introduced “containers” for a formal self-esteem framework, standards and values, principles and “modules” for dealing with crises and even death.  This version also started to explictly define “areas of concentration” – i.e. what were the key things that interested me and that I wanted to pursue?

Version 3.0 (“Regen”) takes many of the ideas first explored in Version 2.0 and takes everything to the next level of refinement.  The main elements contained in this version include advancement “subsystems”, a “living rulebook” and value / strength / principle “inventories”.

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