The Cluetrain Manifesto
But wrongness has a lot going for it beyond the fact that some things can only be learned through trial and error. For example:
- Some people are great at generating ideas but terrible at thinking through their impact.
You want them to have as many bad ideas as possible because they will thereby randomly generate more good ideas. (I tell my clients that I try to maintain a 9:1 ratio of bad ideas to good.
And, no, I cant tell which are which. If only.)
- Errors are how assumptions become visible.
And there is nothing more valuable than a newly discovered assumption, because only then can you see whats holding you back and what could propel you forward.
- Theres too much to know, so all important decisions are, to some extent, random.
By being free to make errors, you can try more paths until you stumble on one that takes you somewhere interesting (albeit probably not where you at first thought — mistakenly — you should be heading).
- Errors remind us that were fallible humans. A company thats too embarrassed to admit mistakes and that builds a culture where being wrong is humiliating literally is denying what it is to be human.
And you will pay the price — in this world, if not in the next.
- Mistakes give us something to talk about.
- Being wrong is a lot funnier than being right. The right type of laughter — laughter at what the mistake reveals about our situation rather than laughter aimed at a person who dares to be human — is enormously liberating.
In fact, laughter is the sound that knowledge makes when its born.
Does your company have "zero tolerance" for error? Can you change your mind without losing status? If so, consider engaging in the radical politics of wrongness.
Скажите поддерживает ли LG p970 optimus black, Adobe flash pleayr?Василий: 22.07.2011 в 11:532Х точно поддерживает.: 29.07.2011 в 09:17Да. У меня он уже установлен и флэш-ролики нормально работают на HTML-страницах.
Go out and commit a whopper. Then embrace it publicly.
Its a good feeling. Its liberating.
Its how you find your voice.
Webs have blurry boundaries.
Fort Business, on the other hand, makes an enormous investment in maintaining the integrity of the walls.
Hyperlinked organizations never met a wall they liked.
In the world of closed rooms and weekly meetings, youre a member or not. To join, you have to commit to sitting in a room at a particular time.
In the open, hyperlinked world, it requires nothing but a few clicks to check out what a particular group is doing. You join their e-mail discussion group or visit their group intranet site.
Zero commitment. So membership isnt a yes-or-no decision.
You can browse with all the lack of commitment the word implies.
When the hurdles to membership lower, the boundaries blur.
The blurring isnt occurring only inside of the Fort. Businesses are building extranets to enable their strategic partners to access information.
If it works this way, like tags, then that's no problem for me now that I utdarsnend that they are not categories. If this is easier to maintain the plugin in the future, then I'd suggest to leave it this way. Perhaps make it more clear to users by adding something like Choose an appropriate tag for this question (one per question) to make collections'. Just an idea.
There are hundreds of examples of this, in industries that range from retailing to drilling for oil to distributing T-shirts to the people who print slogans on them.
In many cases, extranets are used to get the paper out of the system. This enables process automation and cost savings, which are good things.
But some companies — and someday, all companies — are going farther than that, giving their partners and customers access to their own intranet, so they can see the sausage being made.
Intranet technology is sophisticated enough to let you control exactly who has access to what, so its no longer an all-or-nothing proposition. You can let customers see product-design discussions but keep them from seeing what its competitors are saying to you; you can let a supplier check the processing of a payment but keep it out of the pages where your accountants are evaluating bids.
You have all the flexibility you need. The old excuses for pulling up the drawbridge and keeping everyone out entirely just dont hold.
Why not let your customers see your product-design process? They know that its not perfect. They know youre going to go down wrong paths, youre going to abandon pieces you thought were locked in, youre going to squabble senselessly over trivia.
Thats what business is like.
Every business is dysfunctional because everything human is at least a little bit broken.
Its not an accident. Its the human condition.
So what are you protecting your customers from? The obvious truth they know and live with every day? Just exactly whom do we think were fooling?
Companies that let their customers and suppliers into the process early on deliver better products.
And they forge the bonds of trust and delight that are the only ones that work in the "frictionless" Web.
But maybe you need more than the promise of riches.
Perhaps you need the fear of failure to motivate you. So, here it comes: suppose you use your extranet solely as a secure publishing site or for automating transactions that otherwise require paper, rubber stamps, and file folders.
This will decrease your expenses and your time to market. Excellent.
But if thats all you do, the first companies that knock down the walls to their customers and suppliers will eat your lunch and then beat up your children for their lunch money.
Imagine the Foobar Company, the leading supplier of pen chains to the banking industry. Its development process calls on it to come up with a marketing requirements document that results in a product spec that in turn results in a new product.
The entire development process is done behind walls because Foobar cant let its competitor, Wumba Chains, find out what its doing. But now Foobar has discovered that Wumba is letting its customers into Wumbas product-development processes way early in the game.
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As a result, Wumbas customers are ready with purchase orders the day the product ships, whereas Foobars customers need months of explanations and wooing from the sales force.
And while Wumbas customers feel theyre getting the real poop, Foobars customers find the carefully constructed and controlled press releases and product brochures to be barriers more than helpers.