Building two bridges between technology and practice

Parallel bridgesI got hooked on the theater in high school. The gateway was a stint as props manager for a local community theater production of “The Importance of Being Earnest.” At the same time, I was a science and math geek in class. I was immersed in the Two Cultures debate long before I even knew that it existed. As much from being shy as for any positive reason, I spent my time in the wings and backstage where I learned about all of the technology it took to make the art happen on stage.

Because theater is live, techies and actors intermingle. There’s rivalry, but it is friendly; the need to work together is obvious. In my college theater group, the tech crew had an award called the “golden crescent wrench.” It was awarded to the cast member who did the most to support the crew. I don’t recall that there was an equivalent award from the cast to the crew, but you know how actors are.

You might think that the divide between techies and performers is narrower in the world of organizations; the interdependencies are just as critical to success. But we see that isn’t the case. Where a theatrical production has a performance to focus everyone on their joint contributions, there is no equivalent in a business. Performance is a continuing process, not a discrete event. Continuing processes push organizations in the direction of increasing specialization, organizational barriers, and silos.

Fewer and fewer people are positioned to view and understand the whole and the multiple magics required to deliver that whole. Technology is something that happens deep in the engine rooms, not nearby in the wings. There is narrow communication and certainly no fraternization between the different specialists.

This has been a long standing problem in organizations. It becomes more pressing as technology becomes more and more visible; as it becomes more of the performance. Our theater analogy suggests that there are at least two problems to address. Techies must learn to appreciate performance and performers must develop some sense for what art becomes possible with each new technological advance.

Dilbert notwithstanding, getting techies to appreciate performance may be the simpler task. A look back to theaters may help. Every theater has a history and that history includes the technological assumptions that were made at its inception. Sometimes those assumptions can be baffling; the Athenaeum Theater in Chicago, for example, has a loading dock that is fourteen feet off the ground and requires a forklift to load in sets for a show. Old theaters accrete new capabilities in layers as technology evolves and budgets ebb and flow. Wishing that a particular constraint didn’t exist is a waste of time; history sets limits on what is easy, hard, and impossible. None of those constraints matter, however, unless they interfere with a particular artistic goal. Understanding the performance goals is the central step in taking advantage of the technological possible.

Developing a meaningful grasp of the technological possible appears to be the more challenging task. Arthur C. Clarke captured this challenge in his third law; “any sufficiently advanced technology is indistinguishable from magic.” If all technology looks like magic to a performer, how can they make sensible choices among options? The answer lies in the practice of stage magicians. They start with the illusion they wish to create and a deep understanding of human psychology. They add a good helping of knowing how technology has been used in the past to create particular effects. Then they proceed to experiment with what might be possible next.

What this becomes is a very grounded approach to innovation. You start with where you are. This includes a sense for what has gone before. You imagine where you hope to take your audience/customers. Only then do you explore what can be done with new technology to fulfill your vision. This exploration does require that performers develop a sense for technology, its history, and its edges. That might require some fraternization with the technologists in the organization.

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