Over the past year and a half, I took a series of notes on my practice. I gathered those in various documents, shuffled them around, and merged in older thoughts and reflections. Lockdown #6 was an opportunity to bring all this to shape. I am now sharing those thoughts as a series, forming a sort of mosaic on my work, and what has been driving it.
Entrepreneurial programs and other incubators encourage a narrow version of success. Focus on one problem, give it one solution. There is pragmatic wisdom to this approach, but is it enough to solve wicked problems? And if it isn’t, then what is the point?
I’ve always worked across multiple projects. For the longest time, I was embarrassed that I could not identify one industry, or name one role description. Yet wherever I found myself, it always felt like problems were not understood fully, and solutions therefore partial.
A friend was joking on his Facebook page: ‘We speak a lot about the progress of Artificial intelligence. What I’m observing is the growth of natural stupidity’. We have more and more data, for sure, but no more capacity to make sense of it.
In how to think, John Dewey describes two movements of the mind. ‘As analysis is emphasis, so synthesis is placing; the one causes the emphasised fact or property to stand out as significant; the other gives what is selected its context, or its connection with what is signified.’
We understand problems based on the frame we use. Finding the right frame is as important as finding the right definition within the frame. A signal is only significant within a system. And how are you gonna find the right frame, if you spend your life focusing on just one sector?
I always resisted the lure of the single project. Instead, I deliberately cultivate variety, in what I read, in what I hear, even in what I eat. So that I can be more able to detect weak signals in the noise, frame problems appropriately, and suggest original approaches to tackle them.