Learning via Artifacts: A Conversation with Dave Gray

Next Wednesday, April 2, 2014 at 12:30pm PDT, I’ll be participating in a public Google Hangout with my friend, Dave Gray. The conversation will be about learning via artifacts. All are welcome to watch. We’ll also be using a public Boardthing to take notes during the conversation, and we encourage everyone to join in that as well.

Why are we doing this, and what exactly is “learning via artifacts” all about?

The short answer is that this is a response to my recent blog post over on Faster Than 20, “Documenting Is Not Learning.” That post was a mini-rant on how many people seem to equate “learning systems” with trying to get people to write down and file everything that’s in their heads so that others can read and access them. It’s an incredibly naive approach, but people often pour thousands of dollars (and sometimes orders of magnitude more) into trying to build these kinds of systems, most of which inevitably fail.

My overwhelming desire to make this point caused me to wave my hands past a subtle, but equally important point, one that is foundational to all the work that I do: The process of documenting is one of the most powerful ways of catalyzing learning.

Dave (and a few others, actually) called me out on this point on Facebook. I agreed, and I said I needed to write a followup. But since I was already talking with him about this, and since he happens to be one of the foremost practitioners in this space, I figured it would be much more interesting to highlight his voice. Thus, next Wednesday’s Google Hangout was born.

The Boardthing is a huge bonus. Dave and his team recently created a wonderful collaborative tool that is the online equivalent of putting stickies on walls. If that sounds simple, it is, but when done right, it’s also incredibly powerful. Up until now, no one has done it right. We’ll use Boardthing to model what we’ll be talking about, and we hope that many of you will jump in as well.

The long story starts with this gift from Dave on October 18, 2006:

Designing for Emergence

Dave was participating in a collaboration workshop I was facilitating in St. Louis. To him, this isn’t anything special. This is simply the way he takes notes.

To me, this was a gift on many levels. Whenever I think about that workshop, I think of this image first. I actually took copious notes from that workshop, some of which I even blogged. I wrote a piece about the things I said that led to Dave drawing this. I also posted pictures from that workshop, including shots of the flipcharts from the day.

There are lots of great knowledge nuggets, most of which have been sitting around, collecting virtual dust for years. Until I think about this picture, that is. This image, for me, is the start of a trail, and whenever I start poking around it again, I remember old insights, and I look at them in new ways. I’m willing to bet that this holds true for whomever reads this, that you are far more likely to start poking around than you would have had you not seen the picture. There is something about the visual that draws us in, that stirs our emotions, that makes us want to know more.

This is all after-the-fact learning. But what about in-the-moment learning? What was happening in Dave’s head as he drew that picture? How did the act of drawing help him learn? What would happen if you made that synthesis process collaborative? How would that impact learning?

I’ll leave you all with these questions for now. This is the stuff that we’ll be talking about this coming Wednesday. But I do want to say a few more things about Dave.

Dave is and has been my hero in so many ways. I’ve known many brilliant visual thinkers and learners for many years, but there has always been something about Dave’s style and presence that has encouraged me to practice these skills myself more actively in a way that others haven’t.

The first time we met, he explained to me how he draws stick figures. His trick? Draw the body first. Why? Because body language says so much! That’s really the essence of what you’re trying to communicate. How freakin’ simple and brilliant is that?!

My partnership with Amy Wu over the years has been strongly influenced and inspired by Dave and his work, and you can see that in the evolution of my slides over the years and even in the Faster Than 20 website. What you don’t see in those final products are all of the sketches that both Amy and I drew to help us think through these ideas. Dave is one of the people who strongly inspired me to work this way.

To me, Dave personifies the learning mindset. At XPLANE, the wonderful design consultancy he founded years ago, he started something called Visual Thinking School, one of the ideas that inspired me to start Changemaker Bootcamp last year. He is a great speaker and writer, but he is also constantly making things — tools like Boardthing, companies like XPLANE, brilliant books like The Connected Company, beautiful paintings.

When he learns, he learns out loud, so that others can participate in and benefit from all aspects of his process, not just the beautiful, final artifacts. He wanted to learn more about Agile processes, so he decided to write a book about it. He’s interviewing great practitioners in order to learn, and he’s doing them live on Google Hangout, so others can learn with him.

I love every opportunity I have to chat with and learn from him, and I hope many of you will join us this Wednesday!

I’ll write a followup blog post on Faster Than 20 after our conversation about learning via artifacts, but in the meantime, you can read and watch some of the things I’ve said on this topic in the past:

Finally, here’s video from a brown bag I led in 2011 entitled, “Saving the World Through Better Note-Taking.”

Kangaroo Court: A Tool for Constructive Feedback

One of my personal challenges at Groupaya was not overwhelming my team with negative feedback. I was generally proud of the quality of my team’s work, and I think I was decent at expressing that pride in the form of positive, constructive feedback. However, I also generally had a long list of nitpicks, and I never felt the need to hold any of that back. In my mind, my positive feelings far outweighed my criticism. However, I often had difficulty communicating that.

My friend, Alex Kjerulf, is a happiness guru, and he speaks often about negativity bias. Humans are biologically more attuned to negative than to positive feedback, between three-to-five times as much. To compensate for negativity bias, you need to share positive feedback three-to-five times as often as negative.

I tried to do this, and I was sometimes even successful, but there was a deeper issue. Rebecca Petzel once said to me, “You’re the most positive person in the company, but somehow, your negative feedback stings more than anyone else’s.” My problem wasn’t necessarily quantity, it was quality.

I tried a lot of different things, and nothing seemed to work well. Out of desperation, I decided to invent a game inspired by kangaroo courts.

Kangaroo courts are essentially arbitrary forms of justice. In government, they describe a corrupt judicial system. In sports, however, they’re used as a way to enforce unwritten rules and to build team camaraderie.

A team’s veterans are usually the arbiters of justice, although the coaches sometimes play this role as well. Veteran leaders might fine their teammates for something ludicrous, such as wearing a really loud tie, but they also dole out justice for disciplinary reasons, such as showing up late to practice. Fines are often used to fund team parties.

I decided that Groupaya needed a kangaroo court. If I could attach a number to my feedback, then the magnitude of my feedback would become more clear. For nitpicks, I would dole out small fines. For major problems, I would dole out larger ones.

Given that we were not as liquid as professional athletes, I figured that an arbitrary point system would serve our purposes. Since we were using points instead of money, I figured we could actually reward people as well as penalize them. Since we had a flat, collaborative culture, I decided that anybody in the company should be able to both dole out and take away points. And if we were going to go through the effort of giving and taking points away, we might as well keep track of them.

On June 13, 2012, I created a page on our internal wiki outlining the “rules” of the game, and I announced the game on our internal microblog. I then modeled the game by docking two points from myself, one each for misspelling two people’s names in different places. (This is a huge detail pet peeve of mine, given that we’re in a relational business.)

The game lay dormant for a few days, then on June 17, 2012, I gave and took away points four additional times:

Eugene: +5 to Kristin for her June 14 addition on Charter markers to the Groupaya Way wiki. It was great information, and it showed that she’s developing an instinct for how to use wikis in-the-flow. Love it!

Eugene: -1 to Kristin for being overly motherly with Rebecca

Eugene: -1 to Rebecca for comparing me and Kristin to her parents.

Eugene: +1 to Eugene for unintentionally conceiving of a way to get people to learn how to use the wiki.

Out of the six times I delivered justice, three were “real,” and the rest were jokes. Two of the three “real” instances were me penalizing myself, and the other was me awarding points rather than taking them away.

At this point, our ops guru, Natalie Dejarlais, figured out what was going on, and contributed her own dry sense of humor:

Natalie: +1 to Rebecca for not comparing me to her parents.

Rebecca and Kristin Cobble, my Groupaya co-founder, were mystified. Rebecca, ever the competitive one, was miffed that she was down a point in a game that she hadn’t signed up for. Keep in mind, all of this was happening online. We had not seen each other or talked over the phone, so I had not had the chance to explain the game verbally.

Shortly afterward, I left town for a client, and while I was gone, Natalie explained the game to Rebecca and Kristin at coworking. They got it, both started playing, and the game took on a life of its own. Everyone played. We gave and took points away from each other and ourselves about 40 times a month.

Lots of them were silly, where we were simply goofing off and having fun with each other. Many were concrete and substantial. Unexpectedly, the vast majority of these were positive. I had designed the game to be a safe way to give negative feedback, but it had emerged as a way of celebrating each other’s successes, of tracking what we were doing well, and of lightening the overall mood.

At some point, I decided that the points winner each month should win a trophy (a Surfer Obama bobblehead doll I picked up in Hawaii along with a tiara that Natalie contributed to disincentivize me from trying to win) and that the points would reset each month. We had a monthly awards ceremony, where Natalie would blast the theme song from Rocky, and Kristin would pretend that she didn’t love Surfer Obama. (When she finally won, she confessed her true feelings.)

The game had its desired effect in terms of improving the overall learning culture in our organization, but its most important contribution was joy and humor. I often pondered writing a mobile app so that we could extend the game to our larger network, as we often found ourselves granting points to our external colleagues and clients, who never got to actually see them (or, more importantly, win Surfer Obama).

I’m strongly considering introducing some variation of the game into Changemaker Bootcamp, as I’m looking for creative ways of introducing more concrete feedback so that participants can track their progress. Amy Wu, Groupaya’s brilliant designer, recently told me that she had adapted the game for her kids to great effect. If you decide to adopt or adapt the game for your team or organization, let me know in the comments below! I’d love to hear about it!

Seriously! A Movie About Play

My friend, Gwen Gordon, is a play consultant. Yes, you read her job title correctly. Even having known her and having worked with her, I’m still not sure what that entails. I’m not even going to bother citing her ridiculously impressive credentials. All I know is that a little dose of Gwen leads to creative breakthroughs and makes everything more delightful.

When Kristin Cobble and I were struggling with what to name our company, we called Gwen. “Groupaya” was born. When we were struggling with our logo and driving our graphic designer, Amy Wu, crazy, we called Gwen. Voila. Breakthrough.

When we were working with the IT division at a multi-billion dollar, global company, and we decided we wanted to introduce a little play and humor into the project, we called Gwen. We consistently got feedback like, “I love your reading your stuff. It’s not your usual business mumbo jumbo.” That may sound like it was a bonus, but it was actually critical. We were trying to elicit participation and engagement among a group that “didn’t have time” to participate and engage, and we wouldn’t have pulled it off without Gwen.

Gwen loves play. She embodies it, she obsesses about it, and she practices it. And for over a year now, she’s been developing a documentary about it. And it’s awesome.

Now she needs some additional funding to finish it. So she started a Kickstarter campaign. Watch her video below, then give a little something to help make it happen.

Need another nudge? Go check out what Kristin had to say about Gwen on her movie on the Groupaya blog.