The Intersection of Craft and Technology at Haystack Mountain School

haystack

Haystack Mountain School of Crafts on remote Deer Isle, Maine was founded in 1950. I had the pleasure of visiting it recently and was delighted to see that they are exploring the intersection of digital technologies with craft.

Glass Instructor Helen Lee is using a microcontroller with an accelerometer that gives audio feedback to glassblowers as they learn to level their rods (upper left).

MIT’s Center for Bits and Atoms has implemented a Fab Lab – the only fab lab in a school of craft. They are building a 3D printer for ceramics (lower left), exploring digital mold making, as well as other opportunities for infusing traditional craft with digital tools.

Metalsmithing Instructors Arthur Hash and Elliot Clapp are integrating circuitry and electronics with jewelry and other wearables.

All of this magical exploration is set on a coastal mountainside overlooking the sea. A place of dreams.

TAKE IT FURTHER

Learn more about Haystack Mountain here

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Goals Build Trust

When you start a new project, it’s tempting to get right into it. Create those to do lists, assign tasks, and get it done. But according to Leigh Thompson, author of Creative Conspiracy: The New Rules of Breakthrough Collaborationleaders do well to take some time at the beginning of a project to build trust with their team. This is done, according to Thompson, by addressing the 800-pound gorilla in the room: goals. Leaders need to discuss projects goals and get to know the goals of individuals on the team. The latter is often overlooked. The leader also needs to facilitate conversations about expectations from the leader and from the team members. And provide tools for giving feedback throughout the project. 

 

TAKE IT FURTHER

Leigh Thompson’s courses on coursera

 

Ideas and Methods that Work

an excerpt from the book Art & Fear about artistic practice:

As a practical matter, ideas and methods that work usually continue to work. If you were working smoothly and now you are stuck, chances are, you unnecessarily altered some approach that was already working perfectly well….When things go haywire, your best opening strategy might be to return very carefully and consciously to the habits and practices that were in play the last time you felt good about the work. Return to the space you drifted away from and, sometimes at least, the work will return as well.

Processing Anger Through Art

I scan TV music and dance competitions to watch the great performances. This one by a young dancer, Jaxon Willard, is worth watching. Also worth listening to is his explanation of the piece to the judges:

“It’s about my feelings toward my birth mom and how I was angry and felt abandoned by her. But then I also didn’t know how to [trails off – crying] I didn’t know how to share these feelings with the mom I have now because I didn’t want to hurt her feelings. So I just suppressed all these feelings. But throughout my journey and though growing, I learned that I can’t just be mad at my birth mom because I don’t know the full story.”

What a courageous and generous act of empathy from this artist to his birth mom. Mature beyond his years.

Judge Ne-Yo is spot on when he describes the performance and the performer as the “epitome of power and vulnerability. You jump in the air and you float.”

In tears, judge Jennifer Lopez calls out the importance of Jaxon’s journey to his art, “Without your story, you wouldn’t be able to be the artist that you are today.”

Processing emotion through your art can make great art. It can also help you heal.

Simple Rules for Professional Behavior

There are many definitions of professional behavior. One of the more problematic ones is that you should bury your emotions at work. Of course, it’s important to exercise some control over your emotions so that they don’t become a chronic distraction to you and your team. But control does not mean bury. It’s healthy to acknowledge your feelings and the feelings of your colleagues. Sometimes things happen that cause good feelings. You want to celebrate those. And sometimes things happen that cause bad feelings. You want to deal with them as they arise.

Some very quick DOs and DON’Ts for professional behavior at work

DOs

  • BUILD & MAINTAIN TRUST. Create a culture of trust with transparency, honesty, vulnerability. You don’t have to be the boss to do this 
  • BE INCLUSIVE. Help everyone on your team feel seen and heard. Again, you don’t have to be the boss to do this
  • TROUBLESHOOT. Recognize bottlenecks and address them. Lean into problems that are uncomfortable

 

DON’Ts (counters to the points above)

  • Create a culture of insecurity with fear, opacity, and gossip
  • Be the only one talking and the only one who shares their goals out loud
  • Ignore problems and hope that they will magically go away. This isn’t what happens. Unresolved problems grow into resentment

 

There’s a lot of good writing about how to implement the positive points above. Here are some of my favorites:

Radical Candor by Kim Scott

Linchpin by Seth Godin

Creative Conspiracy by Leigh Thompson

The purpose of feedback is to help people achieve more success

I’ve written about the leadership book Radical Candor before. Radical Candor is often misunderstood as: “be honest with your direct reports.” But there is an important precursor to being honest: you need to develop a trusting relationship, understand the goals of people on your team, and to appreciate different flavors of goals. Some employees are on a steep growth trajectory (easy to recognize as “good”). While others are, by design, on a more steady growth trajectory.

Either way, taking time to understand the goals of the people on your team builds trust and thus helps you lead effectively and enroll them in achieving collective goals for the organization.

So how do you get started? Here are some tips from the Radical Candor website:

  1. Get feedback from others — Show everyone how you benefit from their candor. Lead by example.
  2. Give feedback — Remember to Challenge Directly and show that you Care Personally. Use our tips for moving towards Radical Candor, and make sure to find out how your feedback feels to the person receiving it.
  3. Encourage feedback — Take simple, visible actions to push your team to give each other praise and criticism.

If you do this, you are on your way to good communication, trust, and effective leadership. And if you don’t, you might reflect on how your current method is working (or not working) for you and for the members of your team.

 

Take it further

Tons of tools and tips on the Radical Candor site: here

Are you a Buggy Whip or a Buggy Chain?

“Buggy Whip” is an analogy that’s used to describe a technology that’s become obsolete in the face of a newer technology. Whips that were slung at buggy horses so that they would move faster were no longer needed when automobiles came on the scene.

But here where I live in Trumansburg, NY, there was a company called Morse Chain that was founded around 1890. They invented, patented, and produced rocker joint chains for bikes and buggies. And when the automobile came on the scene, the company adapted and used their capabilities to make chains for automobiles establishing an auto chain plant in nearby Ithaca in 1906. As you can imagine, the company grew exponentially. In the next ten years, the auto chain factory quadrupled in size. In years following, spinout factories were formed for airplanes and cash registers and clocks. And in 1929, Morse Chain joined the newly formed BorgWarner corporation. Today BorgWarner has 60 manufacturing facilities across 18 countries.

What’s the lesson here? When a new technology comes on the scene that feels threatening to your technology, take some time to think about whether you die like the buggy whips or evolve like the buggy chains.

Take it further:

Morse TEC timeline

BorgWarner on wiki

Building Safety in Your Organization

At present, I’m reading a leadership book called, The Culture Code: The Secrets of Highly Successful Groups. In the book, the author claims that successful organizations have three things in common: They build safety, share vulnerability, and establish purpose.

Building safety is step one. How do we build it? We send a consistent stream of signals that reinforce the belief that people in the organization are connected. Coyle calls these “connection cues.”

In successful cultures, leaders continually provide a steady stream of small, powerful behavioral signals—we are connectedwe share a future—that moves people away from selfish behavior, and creates cohesion and cooperation. Successful cultures aren’t smarter—they are safer.

What cues signal that safety is a priority for your organization? Here are a few tips from the book:

  • Overcommunicate that you are listening
    • “Yes.” “Uh-huh.'” “Got ya.” These cues encourage the speaker to go on
  • Spotlight your fallibility early on, especially if you’re a leader. Open up, show you make mistakes
    • “This is my two cents.” “Of course I could be wrong here.” ” What do you think?”
    • Spark a response in the listener, “How can I help?” This invites participation
  • Embrace the messenger
    • If someone brings you bad news, embrace it. That way they know it’s safe to come to you when there’s  a problem in future
  • Overdo “Thank yous”
    • Saying “thank you” is less about thanks and more about affirming the relationship and cueing safety, connection, and motivation
  • Make sure everyone has a voice

 

Take it further:

Daniel Coyle website

Daniel Coyle at RSA (video)