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Testing The Waters

I have been working (read “struggling”) on my memoirs/autobiography for longer than I care to think about. I’ve managed to write close to 90,000 words and am sure I need to write another 90,000 (at least) in order to feel I’ve accomplished what I set out to do. Some of what I’m including comes from blog posts I’ve authored over the past decade and a half. Now I’ve decided to take a slightly different tack and publish some of my work here in my blog, in the hope I can get some feedback—at least from my friends who sometimes read what I write here. What follows is the first draft of my Preface to what I’m tentatively entitling “A Stunning Display of Intelligence”, the meaning of which is contained therein. If you read this, and have a mind to, I would greatly appreciate your thoughts, suggestions, etc. Thank you.


I’ve not been one to toot my own horn, preferring to let my actions speak for themselves. This is, in part, because I suffer from impostor syndrome, or something similar to it. My particular iteration of this syndrome isn’t a cause of great anxiety. It’s more like I’ve always felt everyone knew everything I did and what I knew or was capable of wasn’t all that special. It’s only in the last decade I’ve come to understand how this affected me and began to throw off whatever constraints it placed on my progress and enjoyment of life.

It was the blog of an online friend, someone I have never met in person but, because of our mutual interest in the advent of what was called Web 2.0, as well as social media and its application to the enterprise, that brought me my first glimmer of a deeper understanding. He named his blog “The Obvious” and, when I asked him why that was so he told me it was because his impostor syndrome led him to believe the things he wrote about were “obvious” to others; hence the name.

This work of mine is my way of not necessarily showing off, or displaying my accomplishments, but of sharing my experiences, many of which for numerous reasons I have been reluctant to talk about at all with nearly anyone save for those who were with me when they happened and who helped me plan or plot to accomplish. Some of the things I’ve done, especially when I was young and impetuous, not to mention bullet-proof and invincible, were illegal. My virtue is never having been caught, not necessarily being a good citizen. Although, in my defense I will argue much of those activities might have been illegal, but they were hardly wrong. Enjoying the pleasures of Cannabis is one of them. I will discuss this in greater detail a bit later.

My life, while reasonably normal, has not been all that conventional. By that I mean I’ve done most of the things normal people do, I just haven’t done them in the same order others normally have. I have long suggested I’ve lived a great deal of my life in reverse and I believe I am accurately depicting how I’ve done it. For instance, although I did not attend undergraduate school, I was admitted to law school eight years after I graduated high school, graduating with a Juris Doctorate three years later. Many years after that experience (33 to be exact) I earned a Master’s Degree in Knowledge Management. It was shorty after my 62nd birthday. I have considered getting a Bachelor’s Degree just to complete the backward educational hat trick, but at this stage of my life it’s unlikely. I did some undergrad work at the University of Phoenix and Cal Lutheran when I was working on the Space Shuttle Maine Engine (SSME) program at Rocketdyne. I think I finished a semester at the University of Phoenix and a year or more of work in an adult evening degree program at Cal Lu, but it was difficult to reconcile taking classes designed primarily for 18 – 22 year olds still wet behind the ears. The knowledge I could have taught some of those classes was a bit aggravating too. I will discuss these efforts a little later.

I didn’t become a father until I was 55 years old, when my wife and I, after trying to get pregnant, traveled to the People’s Republic of China to adopt our oldest child. It was a two-year, difficult, and amazing adventure. A few years later, in what I’ve often thought of sarcastically as a stunning display of intelligence, we adopted another child from China. Hence the title of this memoir. Later on I will introduce you to my girls, Fooshie and Typhoon Girl.

A word of caution. As I am writing down my recollections I am also researching dates and locations to ensure my memories are as accurate as one can expect from a seventy-five year old man. I have never been one to exaggerate my experiences, but I know that time can play tricks on one’s memory. I am making every attempt to be accurate, but I realize a few of these memories may be slightly distorted. For instance, I know I was five years old when I had surgery to correct my clubbed left foot, but I’m pretty certain (based on my research of when he played for the Los Angeles Angels) I was five years old when I picked up a foul ball during batting practice and, at his request, returned it to Chuck Connors. I’m not sure I can reconcile being mobile enough to get that ball with having some fairly major surgery done to my foot and ankle. Nevertheless, I have managed to slog through what remains of my mind and am presenting what I remember as best I can.

It is also nigh on to impossible to refer to many of the organizations I worked for or the places I visited and which meant something to me and my development or experience back then, because some of these memories are from a long time ago. As an example, one of the companies I worked for and which played a bit of a role in making my visit to Cuba somewhat strange was purchased long ago and, in fact, was re-branded sometime after that purchase-and that was a long time ago.

A substantial portion of this memoir was written over the past 10 – 15 years and posted on one of the two blogs I’ve maintained since early 2006, when I published my first post at The Cranky Curmudgeon (http://crankycur.blogspot.com/). I posted there for a few years until 2014. I did not publish very often the last few years because I had started another blog with WordPress, which I call Systems Savvy (https://rickladd.com/). My first publication there was at the beginning of 2008. I have since published there sporadically and continue to do so; currently a bit over 700 times, not including saved drafts. Some of those posts were simple, short, and sweet while others were somewhat lengthy and more complex and nuanced. Several of them recount experiences of mine, while other reflect on lessons I believe I’ve learned from work or life.

Long ago I came to the conclusion the only thing that mattered for me, in terms of what I accomplish in my life, was that I gained wisdom. When I first began to feel that way I was only in my thirties and I knew that you can’t just hang out a shingle and declare oneself a wise person. I also knew that wisdom comes with time and experience; some would say after a great deal of false starts and failures too. Whether or not I’ve reached that particular plateau will be for others to decide and I am hopeful you will find a nugget or two buried in my remembrances, especially those that are from the more seminal experiences of my now fairly long life.
I’ve struggled to find my voice for, well, pretty much forever and I’m not sure I’ve managed to do a good job with this memoir.

However, I don’t think it’s hyperbole to believe I can at times sense the hot breath of the grim reaper on my neck and I feel a strong need to get this done before it’s too late. As well, I want to leave some coherent (ha!) record of who—and why—I am for my daughters. They lost two fathers before they were old enough to understand what was happening to them and I want them to have something to hang on to after I’m gone. I am, for the most part, the only father they can remember.

For years I considered writing memoirs about certain parts of my life and experience; mostly my political and counter-culture activities and my becoming a first-time adoptive father so late in life. However, various circumstances militated against my doing so, not the least of which was my inability to just sit down and write, as well as organize my thoughts and memories. In this work I have decided to go through my life and get as much of it down as possible. As I began outlining and organizing my thoughts I found it increasingly easier to link various parts, the sum of which can be confusing when taken all at once.

I have therefore attempted to organize my thoughts in such a way the reader can get a sense of what I have learned from a particular part of my life without having to understand the entirety of it, the gestalt if you will. I think you will find it easy to skip over portions that aren’t terribly interesting to you and still get something of value. At least I hope that is the case. I know my life has been unconventional. Not all of it, but substantial chunks of time and experience. I’ve tried to convey what I’ve learned from those periods, as well as the more normal everyday experiences we all seem to go through. I hope you’ll find it of interest, if not enlightening.


Fear of Sharing

My wife would say I’m overly gregarious and too willing to share things about my life and experiences, and from all appearances, I seem to have spent much of that life being outgoing and transparent, yet I think I just realized that in actuality, I have always hidden much of who I am from others. Specific others, not everyone . . . and not about everything. Most of the things I’ve kept to myself over the years aren’t deeds I’m ashamed of or thoughts I’ve believed in and now think are wrong. It’s just that it wasn’t important for certain people to know about them.

Photo by Andrea Piacquadio on Pexels.com

For instance, I never shared my experiences in the late sixties with the “Free Love” movement with my mother. Somehow, I felt she wouldn’t have appreciated learning why I refer to myself as a “battle-scarred veteran” of the Sexual Revolution. Similarly, when I first hired in at Rockwell International’s Rocketdyne division, to work on the Space Shuttle Main Engine team, I didn’t think they needed to know I had spent two months in Cuba in 1973 as a guest of the Cuban government. The list goes on.

When I became a first-time, adoptive father at the age of 55, I considered writing about the experience of adopting, but decided against it because I thought it stood too much of a chance of violating my children’s privacy. I’m still a bit conflicted over how much I can share about my experience for fear of sharing too much of their lives, and those things don’t belong to me alone.

Now that I’m less than a year and a half from my 75th birthday, I’m thinking it’s time to stop being so concerned about embarrassing anyone who knows or is related to me . . . and just write my truth and put it out there for everyone to judge for themselves. That is what I’m doing, but I’m also just realizing how seriously I have been hobbled by my unwillingness to risk bringing shame to my family . . . even though I’m hardly ashamed about anything I’ve done over the years. Sorry for some things, yes – because they hurt me or others I loved and cared about – but shame does not emanate from this boy.

Having recognized this serious impediment to telling my story, it’s now my job to overcome what it’s done to me over the years (it hasn’t perzackly helped me overcome “imposter syndrome.”) I can no longer embarrass my parents or grandparents; they’ve been gone for quite some time, and I need to get these stories out, regardless. Even if I live to be ninety, I won’t have to regret anything (which I likely won’t anyway) for very long.


Adding Pixels to the Silver Lining

When I was at Rocketdyne, my last job was to research, test, and (if warranted and reasonable) deploy social media and collaboration technologies. Part of the reason I took the early severance package they offered back in 2010 was because I didn’t believe the company was really commmitted to supporting what I was doing.

Now it looks like I’m going to have to resurrect my knowledge of those tools and platforms just so I can interact with my friends and family. For instance, anyone who sees a lot of my posts on Facebook knows I usually go to the gym on Fridays, then out to dinner and for a couple of craft beers with two of my former colleagues from Rocketdyne.

We can no longer do that for the next month or so, and we’ve already talked (texted) about how to get together virtually. Not sure how, but there are lots of options. I’ve been using Slack with Quantellia, but I’m really interested in something free. I’ve used Google Hangouts before and I’ve been reading some good reviews from Zoom users. I don’t think Zoom existed back then, but I’m going to find out about it.

The saying is “necessity is the mother of invention,” and I have no doubt the next few months are going to drive our innovative capabilities and our need to collaborate and work together. While I’m not looking forward to being essentially cooped up in my house with my wife and two teenagers (plus a dog and two cats) I am a little excited about discovering the positive things we can extract from the disruption. I expect there will be far more than most of us can contemplate. Hang in there everyone. Let’s expand that silver lining.


Leading a Horse to Water

During my last eight years at Rocketdyne (which traversed ownership by The Boeing Company and United Technologies’ Pratt & Whitney Division) I was the Project Manager for an internal tool called AskMe. It’s original intent was to provide a method whereby people could find both experts and expertise, i.e. people with knowledge they needed or papers and other publications that expressed useful knowledge. I later came to realize what we were doing was using a social media tool.

During the entire eight years I worked on that system, it was a constant struggle to get people to use it. People clearly believed that sharing was not in their best interests. Either that, or they were too intimidated by the thought of putting their knowledge to the test of time, as the whole idea was to foster conversations that would be saved and could later be searched when that kind of knowledge was needed again.

At any rate, I tried lots of different ways of promoting the tool. This one, below, came about after I received an email (at home) for a penis enlargement product. I thought to borrow the concept and see if it flew. I have taken the liberty of blurring out my colleague’s face, as I’m not sure where he is and, frankly, I don’t even remember who he is!

BTW – Within a couple of years of my departure, much to the chagrin of many who had worked on it, the tool was gone. I’ll share later why I think this was so.


13 Reasons Why People Don’t Share Their Knowledge – and what to do about it

This is another paper I found on my computer. Truth to tell, I have no idea who wrote it. It could have been me, but I don’t remember. I searched the phrase from the title in Google, but could not find anything. Inasmuch as I retired from Rocketdyne (and the pursuit of enterprise-wide KM) nearly 10 years ago, it could be from something I encountered more than a decade ago. Nevertheless, I’m sharing it with the caveat that I’m not claiming to have written it; I’m only asserting it’s an important document for anyone who’s struggling with getting their organization’s people to share their knowledge for the benefit of their company. My experience, as well as my discussion with those who are still involved in the corporate world, is that knowledge sharing is still nowhere near as widespread as I think it should be. So, without further ado, here’s that Baker’s dozen of reasons people aren’t sharing:

  1. They don’t know why they should do it. Leadership has not made a strong case for knowledge sharing. Solution: Have the leader of the organization communicate regularly on knowledge sharing expectations, goals, and rewards.
  2. They don’t know how to do it. They have not received training and communications on how to share knowledge. Solution: Regularly communicate and conduct training, webinars, and knowledge fairs. Web-based training and webinar recordings should be available for all tools.
  3. They don’t know what they are supposed to do. Leadership has not established and communicated clear goals for knowledge sharing. Solution: Establish and communicate clear knowledge-sharing goals.
  4. They think the recommended way will not work. They have received training and communications but don’t believe what they are being asked to do will work. Solution: The KM leaders, knowledge brokers, and other members of the KM team have to convince people in small groups or one-on-one by showing them that it does work.
  5. They think their way is better. They are used to working on their own or collaborating only with a small group of trusted comrades and believe this is the best way. Solution: Regularly share stories of how others are benefiting from sharing knowledge using the recommended ways. This should help sway those stuck in their current ways to consider using better ways.
  6. They think something else is more important. They believe that there are higher-priority tasks than knowledge sharing. Solution: Get all first-level managers to model knowledge-sharing behavior for their employees, and to inspect compliance to knowledge-sharing goals with the same fervor as they inspect other goals.
  7. There is no positive consequence to them for doing it. They receive no rewards, recognition, promotions, or other benefits for sharing knowledge. Solution: Implement rewards and recognition programs for those who share their knowledge. For example, award points to those who share knowledge, and then give desirable rewards to those with the top point totals.
  8. They think they are doing it. They are sharing knowledge differently than the recommended ways (e.g., sending email to trusted colleagues or distribution lists). Solution: Assign people to work with each community and organization to show them how to use the recommended ways and how they work better than other ways. Providing a new tool or process which is viewed as a “killer app” – it quickly and widely catches on – is the best way for the old ways to be replaced with new ways.
  9. They are rewarded for not doing it. They hoard their knowledge and thus get people to beg for their help, or they receive rewards, recognition, or promotions based on doing other tasks. Solution: Work with all managers in the organization to encourage them to reinforce the desired behaviors and stop rewarding the wrong behaviors.
  10. They are punished for doing it. As a result of spending time on knowledge sharing, they don’t achieve other goals which are more important to the organization. Solution: Align knowledge-sharing processes and goals with other critical processes and performance goals.
  11. They anticipate a negative consequence for doing it. They are afraid that if they share knowledge, they will lose their status as a guru (no one will have to come begging to them at the time of need), that people they don’t trust will misuse it or use it without attribution, or that they will not achieve other more important goals. They are afraid of asking a question in public because it may expose their ignorance or make them appear incompetent. Solution: Position knowledge sharing as being a critical success factor for the organization. Facilitate ways for people to establish trusting relationships through enterprise social networks and face-to-face meetings. Recognize those who ask in public, and provide ways to ask questions on behalf of others.
  12. There is no negative consequence to them for not doing it. Knowledge sharing is not one of their performance goals, or it is a goal which is not enforced. Solution: Work with all first-level managers to get them to implement, inspect, and enforce knowledge-sharing goals. This needs to come from the top – if the leader of the organization insists on it and checks up on compliance, it will happen.
  13. There are obstacles beyond their control. They are not allowed to spend time sharing knowledge, they don’t have access to systems for knowledge sharing, or they don’t have strong English language skills for sharing with those outside of their country. Solution: Embed knowledge sharing into normal business processes. Provide ways to collaborate when not connected (e.g., using email for discussion forums). Encourage those with weak English skills to share within their countries in their native languages.

For My Eyes Also (Part 6)

How We Acquire & Share Knowledge

The amorphous collection of knowledge residing within the minds and computers of any organization is now being referred to as “Intellectual Capital”. The question we face is how to preserve and invest that capital wisely. In order to understand and solve this problem it is important first to understand how we go about acquiring and sharing our collective knowledge.

The processing of knowledge can be seen as occurring in one of four interrelated steps. These steps may be characterized as sensing, organizing, socializing, and internalizing. Each of these steps may be further characterized by specific activities that people engage in to develop their understanding of, and ability to use, the information they receive.

Sensing

Sensing consists of two basic dimensions, discovering and capturing. Every day we are experiencing the world around us, whether at work, play, or rest. Regardless of where we are, be it work or home, the world impinges on us. It is the degree to which we pay attention to our world that determines how much we will discover, and how much of it we will manage to capture (remember).

In order for information to be shared, or even utilized by an individual, it must be captured. Capture in the context of this analysis consists of placing information or knowledge in a form which is accessible by others. One of the most obvious manifestations of information capture is a report, written and/or posted on an intranet site, This aspect of Knowledge Management can also be characterized as turning tacit knowledge into explicit knowledge. It prepares the way for the next step in the acquisition and sharing of knowledge.

At Rocketdyne, this is done through reports such as Monthly Progress, Inspection Discrepancy and Correction, Periodic Schedule updates, Budget Variance, and others. These items memorialize the analysis, by various individuals, of information gleaned from sources as varied as the mainframe computer systems, their own experience, and anecdotal knowledge learned from others.

Organizing

Once information is acquired, it must be categorized and fit into each of our personal set of experiences. People who have been at a particular function for a long time generally know more about that function than those who have just started performing it. This is so because “veterans” have had time to make mistakes, to learn from those mistakes, and to adjust their behavior accordingly.

They understand almost intuitively how best to approach particular problems and how best to solve them. This is the area in which we develop our tacit knowledge, our knowledge which we find difficult to put into words, but know deep down.

Organizing also has an external dimension and involves such activities as: The writing of reports and presentations; the compilation of data, specs, or rules, and; the maintenance of databases, spreadsheets, drawings, and other documents.

Socializing or Sharing

No matter what our intelligence and experience, we still need to work with other people. Although not true of all, most of us do our best, and learn the most, when we collaborate and work with others. By working together, and sharing our thoughts and feelings, we are capable of looking at problems and situations from many different perspectives.

This is where the whole becomes greater than the sum of its parts. When people collaborate, they are generally capable of getting more done than when they work separately. This is obviously true of producing a complex product, and it is also true of understanding

Socialization consists of all the informal ways in which workers interact with each other and share knowledge. It is the tacit to tacit aspect of knowledge transfer. Informal email, conferencing tools, even meetings over lunch and before and after presentations and briefings fit into this category.

At Rocketdyne this activity take many forms and, in some ways, continues on throughout the day. In addition to the ways in which people share information informally listed above, there are numerous conversations which take place at peoples’ desks, over a cup of coffee, or during a cigarette break outside the building.

Internalization

Once information or knowledge is captured and set forth in explicit form, it is then possible for others to benefit from it. This is done, for the most part, through the reading of reports (however published) and the studying of graphs, charts, etc. This phase may be characterized as explicit to tacit and leads to summarizing, orienting, and personalizing of tasks and content.

At Rocketdyne, this is done in numerous ways. There are briefings taking place on a daily basis. There are Corrective Action Boards, Preventive Action Boards, Material Review Boards, Flight Readiness Reviews, etc. Numerous schedules and reports are placed on the intranet and each product team has its own intranet presence. Additionally, every process has an intranet presence.

Regardless of how we process knowledge, there remains the question of how we actually relate to it and its pursuit. Too often, in our zeal to get through the day, get things done, finish what we started, we fail to take the time to process what’s happening in our lives or on our jobs. By failing to do so, we rob ourselves of the sense of wonder and awe which precedes discovery and invention. A complete approach to Knowledge Management must include an understanding of the importance reflection and relaxation can play in the role of innovation. To do so may require entirely new methods of presenting information to knowledge workers, methods we can only begin to comprehend.

We do know this. These methods will undoubtedly spring from the World Wide Web and the Internet. Already, most large companies are using their intranet more and more to gather and present the collective knowledge of their organization. Both Boeing and Rocketdyne have an extensive intranet presence which includes Vision statements, Mission statements, and items ranging from “Lessons Learned” to benefits information to product part numbers and the Manufacturing Engineers responsible for them. There are pages and pages of content devoted to education, organization, and even Knowledge Management.


Restarting A Knowledge Management Program

Tseng College at CSUN Logo

My Alma Mater

I received my Master’s degree in Knowledge Management from the Tseng College of Extended Learning at California State University Northridge (CSUN) in 2009. Shortly afterward, the University decided to cancel the program. Recently, I received a request to participate in a survey being used to determine if it was time to reinstate it.

 
As a result, I not only took the survey, but also shared some of my thoughts about the program and its importance. Today I am meeting with the person at CSUN who is leading the effort to make the determination of whether it’s worthwhile to start up again. I also expressed my interest in teaching a class or two.
 
I’m still quite convinced (at least my interpretation of) Knowledge Management is an important part of how organizations can make the most of what they know and how they use it to further their efforts. It may need to be re-branded, as KM seems to be a term too loaded with baggage, especially the concept of “managing” knowledge. Frankly, I’m not sure, but I’d like to be part of the conversation.
 
I’m not expecting much, but it would be nice if they brought the program back and, even better, if I can play a role in making it truly meaningful and relevant. Far too many think of it as something like library science on steroids . . . and I think that characterization misses the point. I’m of the opinion connecting people day-to-day is far more important than developing a repository of lessons learned and better practices. Not that they aren’t necessary; I just believe facilitating continuous conversation aimed toward more useful collaboration and greater innovation (especially wrt internal processes) holds more promise for most organizations.

With My Thumb Up My . . .

Experimenting with some short form blogging. 
I’m sitting in a conference room where I was supposed to meet with a couple finance people to go over our integrated master schedule. Nobody is here except me.

It’s kind of nice not having to deal with anybody, and I log onto my computer at my desk, but it’s just not the same and I’m bored.

Now I’ve moved into another conference room and it looks like I’m gonna be doing the same thing. At least I’m being taken out to lunch today, by one of the very people who’s supposed to be here right now. He will hear about this.


In Honor of Working Out Loud Week

First off, let me say I’ve been a proponent of “working out loud” since long before it was called working out loud, even before it was “observable work“, though I didn’t actually have a name for it back then. Since I’m mostly retired, it wasn’t until the end of this week I became aware it was “Working Out Loud Week” and, as a result, decided to look back at the history of the concept. That’s how I came to the two links I’ve shared above. I also know both authors, had encountered their work many years ago, and was not surprised to find them listed among the seminal documents describing either phrase.

I have no desire at this point to write a comprehensive history of the idea and how it’s developed, as well as any prognostication on its future, so I won’t be getting into that. Besides, there are others who are still far more deeply engaged in the day-to-day effort than I, so I think — at least at this point — I can leave that up to them.  I will offer, however, I’m a little disappointed at the idea of setting aside one week in which to suggest people all over the world give it a go; believing instead, it’s a concept worthy of continuous admonition and support. Nevertheless, I understand the forces we’re struggling to overcome and the resistance and inertia standing in the way of progress. It’s often necessary to encourage people to take baby steps, get their feet wet as it were. My disappointment doesn’t run terribly deep.

Actually, due to a chance encounter on the interwebs as I was doing this looking back, I mostly wanted to ask a question. To wit:

If last week was “Working Out Loud Week” (#WOLWeek), then what the hell was this? Color me cornfuzzled although, as I have noted, I’m all for #WOLForever. It’s also good to see Ms. Hart provides links to John Stepper’s, Harold Jarche’s, and Luis Suarez’s efforts, but I’m a bit surprised the author is so unfamiliar with Luis she calls him Luis Elsua! :/ That, I suppose, is another story.

PS – I looked a little further and discovered a post of Harold’s that refers to the post of Jane Hart’s I refer to in the paragraph above. So . . . now that I’m dizzy and, really, a bit delighted at the cross-referrals, I’ll leave my original question. I remain curious as to how we got two #WOLWeeks, but I haven’t the time now to do the research to understand. Maybe someone will actually comment on this post and help me out. In the meantime, I’m glad the concepts of observable and narrated work are getting the attention they deserve. It is a very important aspect of knowledge management and essential to building and maintaining high performing communities, IMO.


Navigating Facebook

I joined Facebook on July 3, 2007, which means I’ve been a user for over seven years. It wasn’t terribly difficult to go through my Timeline and discover the date, but neither was it all that easy. I think I got lucky in finding the entry. Actually, since my retirement, I’ve been pretty much a daily user of Facebook. I’ve always been a little disappointed that it’s all but impossible to search your Newsfeed or your Timeline. This is especially egregious given that you can search in groups.

I’ve also been pissed off so many times because of how FB works, both in a browser and on my iPhone’s app, that I’ve found workarounds to deal with the way I get bounced around and have trouble returning to where I was when I decided to read something a little more in depth. So, the other day a friend of mine posted a description of what I had been feeling and I thought it was perfect. I told him so and I want to share what he said. Here ’tis:

I swear Facebook timeline is practice for a serious freaking bout of Alzheimer’s. You read something of interest that is cut off, so you click “… more” and read or watch something that makes you feel marginally more human and connected, you click back or close the pop-up and and they have redecorated, painted the walls (the lovely picture a friend took of a sunset or an odd shaped peanut) isn’t there but something sort of just as interesting is, and the dog you though you had (well the video of a puppy) is gone, and the thing your friend shared you wanted to like is also… POOF!

I swear Facebook is created by people who time travel and the time travel booths are sponsored by some sort of Alzheimer’s Anonymous reject group or something and want to inflict their version on the world as if that can be the new normal.

On the other side of the coin, there are lots of things you can do to organize yourself and the people and pages you follow and care about. One of the ways to do it is by building lists, or subscribing to lists others have built. One of the people who is, in my opinion, the most informed and engaged in using Facebook effectively, is Robert Scoble (aka Scobleizer). Here’s a blog post of his from nearly two years ago. He manages to stir up a lot of controversy, as evidenced by the comment from “mindctrl”, but also has a lot of really useful advice and analysis to offer. Not just for Facebook, either.

I’m still struggling with the “working out loud” thingy, but Facebook is definitely part of it. The main problem for me is that it also sucks me in and I use it to avoid doing the other things I want to do. That’s another story for other days. If anyone has thoughts about how Facebook works (or doesn’t) for you or how to make it more useful, I’d love to hear them. 


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