Categories
Creativity Ideas

Anticipation Creep: “Renovation Creep” Pre-Review

As a card carrying member of Generation Y, I have no need to enter an art gallery. My card, by the way, is a coffee card as my generation saturates bottomless mugs with über-caffeinated espresso beans and inhales the joe like sweet ambrosia from the sweat of Zeus. Even if someone in my cohort did enter an art gallery, it would likely be to refill their coffee or, at best, would be a virtual art gallery accessed from the safety of their Google portal.

Tomorrow night I am going where only the most ironic hipsters of my generation have ventured before: a bona fide art gallery. And before you raise objections, I am not going for extra credit, for money, or to impress a significant other. No, instead I am going on an appointment-only tour of Chicago’s Antena project space to see their current installation Renovation Creep (search archives when link goes out of date).

A collaboration of three artists, Daniel Bruttig, Joe Cassan, and Erin Thurlow, Renovation Creep is described as, “simultaneously material and ephemeral,” while illustrating the, “haunted, transitory nature of urban apartment dwelling” (AntenaPilsen.com). With sections devoted to “History,” “Palimpsest,” “Patina,” and “Labyrinth,” (I think) the installation intervenes into our notions of urban consciousness and architectural anthropology.

Now two things about this post are problematic. One, I haven’t yet been to this art gallery so I am not experientially equipped to offer an evaluation. Second, my vocabulary does not include half the words in the description of the installation and leaves me running to the dictionary to decode terms like “Palimpsest” and “Patina”. So why am I assuming this pretentions hipster pretense with a pre-review? It’s because I want to animate that moment of anticipation that we too often neglect.

As I anticipate my gallery experience tomorrow, I conjure images of choreographed urban decay and fabricated apartment furnishings. I imagine the intimidating literacy of my tour guide and the transparency of my artistic ignorance. I imagine how the installation will surprise me with its intricacy while disappointing me with its artifice. Finally, I imagine going home and entering my urban home with a new recognition of the apartment as a historical labyrinth.

All these predictions may prove pathetically off. I may completely misunderstand the exhibit and walk through like a lost child desperately searching for familiarity in a foreign shopping mall. Maybe my tour guide will be a frat brother with a keen interest in art. Or maybe I’ll never even make it to the art gallery and instead rush home to my Google. At minimum I hope this last outcome does not pan out.

My point is that we need to collectively spend more time in an anticipatory paradigm. Let’s make assumptions and recognize them. Let’s write them down. Then let’s enter an experience and allow ourselves to be challenged and to see where the chips fall. Let’s ultimately learn to test ourselves. It’s an exercise that will shift our assumptions and inspire our ultimate assessments.

Of course, you can write this off as the misguided ramblings of a fledgling blogger. Maybe that’s what I anticipate. But at least I did. We’ll see in your comments and in my review in the coming days.

Categories
Features Proactive Stories

Concert(ed) Action

Leader’s rarely crowd surf. The sensation of being lifted and torpedoed across sweaty, dehydrated concert fans while awaiting the inevitable, precipitous fall is not attractive to the average manager. Even particularly egoistical leaders who believe they operate above everyone else’s shoulders do not demonstrate this confidence at a concert. Last weekend, at Chicago’s Pitchfork Festival, I saw a leader crowd surf.

In a sweltering Chicago heat that seemed to mock the Midwest’s previous pleas for winter respite, an army of hipsters packed in Union Park. If not for the ubiquity of iPhones and Axe body spray at the festival, it would almost resemble a swampy jungle. The crowds adopted an animalistic agility as they fought over scarce, boiling water and oozed in an amoebic blob toward the stages.

During a taunting set by DJ Shadow where the performer denied the crowd his namesake shade, I watched a kerfuffle brewing. It seemed that one rainbow muumuu clad girl had violated the personal bubble of a particularly enthused fan wearing a gorilla fedora. As the gorilla prepared to lunge at the muumuu, a third witness quickly interceded. This witness, a middle aged woman exuding a comforting maternal spirit, asked what was wrong. The muumuu explained that she couldn’t see the stage and was trying to step around the sweat-saturated gorilla. The gorilla meanwhile complained of dehydration and frustration with the aggressive crowd. As DJ Shadow poured out danceable grooves to the thirsty crowd, I watched this maternal bystander transform into a proactive leader.

First, she assembled a coalition of bystanders to help diffuse the situation. She told another concerned concertgoer to go fetch water from the first aid tent. She then asked neighboring audience members if they could clear some room for the woozy gorilla. Without a trace of hubris, she instructed the muumuu to stand in front of her where there was a visual avenue to the stage. Finally, she sustained her rehabilitative agenda by repeatedly confirming that all parties were content as the concert progressed.

As the sun finally surrendered near the end of Shadow’s set, the muumuu and gorilla turned toward the maternal leader. I heard them ask her if she wanted a better view of the DJ’s renowned stage show. Bashfully, the woman explained that it was always her dream to crowd surf at a concert. Without missing a beat, her coalition of supporters banded together and heaved her off of the ground. Just as she had mobilized her agenda with committed political effort, the crowd mobilized this new leader across the bobbing, perspiring heads toward the glowing stage. It was quite the crowd surf.

Categories
Leadership On the Edge

Chicago: An Example of Leadership & Execution

Leadership is about execution. Yes, it helps to have a positive, ethical image. However, sound bites come and go. It is what gets done that counts. This will be the legacy of Richard Daley’s leadership in Chicago.

Here’s what WBEZ has to say about it:

“Don Carter is the director of Carnegie Mellon’s Remaking Cities Institute. He said it’s clear that Chicago has been a standout among Midwestern cities that have been able to transform into a global economy. He attributes much of the city’s success to Daley – but added it just takes strength and staying on task: “You’ve got to have a vision and you’ve got to convey that vision to your department heads and say, this is what I have in mind and help me get to that point.”

A new era begins next week, when Chicagoans will face a ballot that for the first time in more than 20 years doesn’t have a Daley name. In fact, there’s been a Daley in the mayor’s office in Chicago for more than 40 of the past 55 years.”

Categories
BLG Leadership Insights

Uncertainty and (Maybe) A Paradigm Shift

Paradigm shifts aren’t easy. As Thomas Kuhn pointed out, it may take a crisis to bring on a change. Academic ideas can be stuck in inertia in the same way organizations can be. The movement beyond inertia implies leadership, the capacity to take risks, and the ability to look at something differently.

Sometimes this may mean looking at something that’s been staring you in the face and suddenly saying to yourself, “I never realized what it meant before.” Sometimes it means looking at an old idea that you disregarded and seeing its current utility.

The John Cassidy, in his New Yorker piece, After the Blowup, maintains that Keynesian economics is an example of this phenomenon. Keynesian economics was there all along and now there’s a possibility that it’s coming back to life.

The reemergence of the Keynesian economics might even by overshadowed by the legitimization of the behaviorists who seem to be feeling that their moment has come. Pure Chicago economists, with their expected utilities and optimizing markets, are meeting the reality of the recent financial blow-out. Now, economists are learning what good leaders have known for a long time. Uncertainty is inevitable, very few things are held constant, and close models are dreams. Economists are now seeing things through a lens of social psychology and arguing that personality and culture inevitably play a role in market theory.

Cassidy’s article is a critical read for any leaders who still hope that cost/benefit analysis, expected utility, and markets are the only solutions to everyday problems. Further, if you let yourself go beyond this article Cassidy will help you understand that there is a possibility of a new paradigm of economics–but a paradigm that’s not restricted to market economies. It’s an exciting paradigm that can offer guidance to anyone who has to make choices. I strongly recommend that you read this piece in the New Yorker.

Picture Credit:

http://www.flickr.com/photos/akhater/ / CC BY-NC-ND 2.0