Productivity

The Brainstorm Book: Active Management

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

We’re talking how to solve your creative challenges with a Brainstorm book!  Last time I discussed how to review it – so new we talk getting active and using all those notes.

You’ve got a Brainstorm Book, you put ideas in it, then sorted them into various groups. You have your Archives, Incubator, Backlog, and Current Backlog. So, now what?

First, with the Current Backlog is self-explanatory – you’re doing that now. That’s your “getting things done in the near future” thing – and if you don’t have a system to do that, I have a free book for you.

But let’s talk the rest of the lists.

Using The Archives

The Archives are where you put ideas you like, but aren’t sure if you want to do. Of course, what do you do with them since they kinda sit there.

As you add to them in each Review, consider the following:

  • Are any of your files, documents, piles of ideas getting too large? Then take the time to purge them and cut out things you no longer care anymore.
  • Does anything look like it’s worthy of promoting to the Incubator? If so, go ahead (it’s not like you can’t remove it later).
  • Do you care anymore about a given set of ideas or interests? If not, find a place to just store old files in case, or outright delete them.

The rule I use with Archives is “is there any value in keeping this?” When there’s not, get rid of it somehow.

After awhile, you may find these things getting overlarge and need to do a review. Do this every six months, and set a timebox to an hour.

Using The Incubator

The Incubator is your “want-to-do-but-not-sure-when” box. It’s things you haven’t yet put on your schedule but are sure you’ll probably want to do.

Review the Incubator once a month for an hour – if you want, you can do it as part of one of your regular Brainstorm book reviews. While reviewing it do the following:

  • Reorder it. As you insert new items into it, or just go over it, see if you want to change any priorities.
  • Remove items. If something seems relevant to you, then delete it – I wouldn’t even put it in the Archives. If it was important enough to put here but you lost interest, you probably won’t care again.
  • Move an item to the Backlog. If an item is something you’re sure you want to do, move it into your Backlog – and put it in the proper order.
  • Move an item to your Current Backlog. If something seems ragingly important, you may want to have it on your short-term to-do list. I don’t recommend this unless there’s a good reason.
  • Do it and get it over with. If it was real simple and can be done in a few minutes, do it. In fact, you probably should have done it before.

As always, keep the Incubator in order of priority – with nothing of equal importance. That forcing-the-issue will really help you keep track of what you want to do and set your priorities.

Using The Backlog

The Backlog is where you keep your definitely-going-to-do items. Again, in order of importance – however there’s an important difference.
By the time something gets to the Backlog, you’re probably already thinking of how to break it down into pieces of work. If you’re not, you should, because a lot of great ideas take time to do, so you don’t do them all at once.

So remember, as you keep your Backlog and polish it, feel free to start prioritizing the parts of things you want to do. Maybe make the priority also reflect chronological order. Maybe think of what’s the most important stuff you can do first.

EXAMPLE: You really want to write and publish a short story. That can be broken down into several “stories” on their own – writing out the plot, doing the story, editing, etc. By the time that story idea hits the Backlog, you can break it down, in order, and maybe even have an idea of when you want to do things (which also affects order).

Review your Backlog once a month, and whenever you think you should. I usually find I look at it once to three times a month as I get new ideas, or review my Brainstorm Book, or get new feedback. Your Backlog is your roadmap to the future – take it seriously.

When reviewing consider:

  • Do I even care about this item? Some items may not be worth doing after awhile. You can send it to the Incubator, but usually if you put something into the Backlog and then stop caring, you’ll never do it. You learned how much you really want to do it by saying “not now.”
  • Should I move this item up or down in priority? Remember, if you’ve already broken an item down you might just shuffle parts of it. But either way, as you review, things may suddenly seem more important – though as you get used to a Backlog, I find that changes less.
  • Should I move anything into my Current Backlog? Maybe it’s time to start doing something now. So do it.
  • Do it now. Again, sometimes you just get it over with.

Using The Current Backlog

Well, this is the list of stuff you’re trying to do right now so you’re probably looking at it daily. I’ll assume you’re fine here.

As You Review . . .

So you’ll find yourself reviewing your past brainstorms, you’ll most likely find that you’re having new ideas as well. Which is good, but kind of annoying as you’re busy.

This is of course great because, hey, new ideas – plus you see that your imagination is working away. But again, you’re busy.

What I do is take these ideas and put them in my Brainstorm Book so I don’t get distracted, unless the idea is so absolutely stunning it must go in my documents. You have to make the judgement call, but I’d say err on the side of caution and jot it down for later.

Why Actively Managing Your Documents Matters

You’re now regularly reviewing the documents that are . . . created from your Brainstorm Book reviews. So why do these matter to you?

  • You’re able to re-review your ideas. This keeps them in mind and helps you appreciate them, analyze them, prioritize them, and reassess them.
  • You’re able to polish a long-term plan in increments. Instead of developing some huge, doubtlessly unlikely-to-succeed plan all at once, a plan to realize your ideas emerges over time. Its’ more likely to succeed.
  • Because you review your ideas, you now see that, yes, you actually have good ideas. This builds confidence in your imagination and helps you overcome fears of being creatively blocked.
  • Since you’re re-prioritizing all the time, you’re keeping yourself from being overwhelmed with ideas. In time, these documents will grow, and you’ll not just see how imaginative you really are, you’ll use them to keep yourself from going overboard.
  • Finally, looking at past ideas will inspire you with even more ideas. Which you will, of course, review . . .

By now you have a Brainstorm Book system. However, I have a few more ideas for you.

– Steve

Work That Isn’t Work

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

Last month started productively – but then got brutal. I got sick, I had to reprioritize, and was annoyed a side project had to get delayed (sorry, no spoilers). Something felt off about what was going on, so as I sat there battling allergies and a cold I caught because of allergies (really, that kind of week), I wanted to figure what was off.

Why did I feel bad, overpressured, and even when sick not want to do my fun projects like writing and generators?

I used the “Five Whys” technique. This is a good one to learn, but in case you don’t care, you ask “why” about your situation, then “why” to your answer, then “why to that answer,” and so on. Eventually you get an idea of what’s wrong and how to solve it. It’s like having a helpful child in your head to pester you until you explain something, and like talking to a child, it’s a way to realize how smart or how stupid you are.

I’m quite fond of it.

This took more than the supposed “Five” whys, but I realized something amazing and liberating – I had lumped all my “work” in a month into the same pot. Cooking and working out was the same priority, a fun piece of writing was just as important as my weekly budget. All the things I wanted to accomplish were sitting in one pile saying “do me,” so I began treating all things the same.

The problem with treating all things you have to do as the same is that you don’t prioritize (or in Agile terms, you forget their value). In fact, you sort of end up with a worst-common denominator effect where you treat everything as a collection of the worst – often conflicting – traits. Everything was a boring and overwhelming must-do task that was also not important.

At that point I realized my organization had killed my motivation. So how did I solve this? I broke them up by relevance and changed them on my own Big Visible Chart.  OK it’s a spreadsheet, but still.

First, are the must-do tasks for a month. These are important life tasks that I want to do and do as soon as possible and most are repeating.. My motivation is “I really better do these.” Now I know what has to get done, and I’m motivated to do them out of importance. Also there’s less than I thought so that helped. In my list of work I marked them “hot” colors – yellow for do at the start of the month, orange in the middle, red at the end.

Second are the important things to do for a month that are kind of regular maintenance; blog posts, cooking, working out, and maybe some lower-priority stuff that’s added for the month. These things can shift around, but are also the “daily grind.” Seeing this made me realize a lot of them can be done reguarly and over time – in fact many have to be (I’m not going to cook 80 meals at once or workout for 15 hours in one day). I saw that these could be paced, that they didn’t need to build up – and that I should never see this as a giant task to surmount, but one that’d be done over time.

Third but not finally is my creative work – books, the Sanctum, other projects. These are things that I do in addition to “life” stuff – and they’re the fun things. I didn’t overload this for the month of April, but may add more. In my chart they’re green.

Seeing it like this made me see what I’d done wrong:

  • Trying to spread out my most vial (“hot” colors) work as opposed to getting it out of the way or just doing it at the right time and not worrying about it. I had a gut feel that this was wrong, but this helped me put it into words.
  • Being unsure how to pace my more regular tasks like cooking and so forth (blue). Because there was so much, I kept trying to do all of it and feeling overwhelmed by this big pile of “stuff”. Really the pile would decrease over time.
  • Viewing my more fun work (green) as labor by conflating it with regular tasks. I had treated it like other work, trying to fit it into other things to do. Now I could see this wasn’t a grind – this was stuff to do when the other work is done, caught up, or has just bored me.

So what solutions did this give beyond solving my issue:

  • For the vital work that has to be done at the start of the month, my goal is to get it over with early, even if it’s a bit of a haul.
  • For vital work due other times in the month, I don’t worry about it until I have to.
  • For the regular grind, pace myself. Don’t let it overwhelm me, or try to get too far ahead of it.
  • For the fun stuff, I realized now that I’m aware of it, I can make space to do it when I want to relax, when I want to get it done, or when I’m caught up on the other work.

Ironically, I think I’ll get more done since I’ll be less stressed, less juggling work, and have better priorities.

So your takeaway, know your priorities and what work means to you. It’ll help you get the vital things done so you’re not distracted, pace yourself with the regular grind, and be aware when you can/will/want/should do your fun stuff.

– Steve

Agile Creativity – Principle #11: Self-Organization

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

We’re almost there, my iterative (ha) effort to review the principles behind the Agile Manifesto – for creatives. We’re on the eleventh principle.

The best architectures, requirements, and designs emerge from self-organizing teams.

For people not familiar with IT, the only area of this that may seem odd is the word “architecture,” the structure of IT systems and the like. So let’s tweak this just a bit for creatives

The best structures, requirements, and designs emerge from self-organizing teams.

There we go. So what can we learn from this principle?

The idea is basically this: that teams who-self-organize create the best designs, the clearest requirements, and the best way to get stuff done. This sounds great, but I find a few people worry about it; how can people who self-organize get stuff done?

That’d be a great title for a section.  Let’s do that!

How Can People Who Self-Organize Get Stuff Done?

First, the entirety of Agile thinking and Agile methods is about self-organizing. The principles reflect this constantly, from communicating among people to reflecting and analyzing ideas and results. All of this helps cultivate self-organization.

(Also, most teams self-organize anyway, because no one can constantly be there monitoring their every move, though people try.  So it’s more realistic.)

Secondly, I take the word “teams” in the broadest sense – this is everyone involved in the process, from the actual creative to the person requesting the work to the people giving feedback.  I mean everyone involved – we’re all part of the team, even the folks ordering the work or the users testing the software as part of a beta program.

I find this approach helps because when you think of teams as broadly as possible (which you should), there’s more collaboration and communication, more trust, and far less us-versus-them. You get a lot more done as you’re automatically involving more people . . .

. . . and you cultivate self-organization with training, with being a good role model, with pitching Agile methods, and of course by using the principles of Agile and the methods to get your own stuff done.

So Why Does This Work?

OK so your team self-organizes and gets how to work together.  Or they’re close enough that they self-organize anyway.  But why does it actually work?

  1. People use their hands-on knowledge to design, plan, and organize. Like it or not the person up top of the big old command pyramid doesn’t know what’s going on all the time – the people doing the work do. This is doubly true for creative works, that often require intimate knowledge, gut-checks, feedback, and specific knowledge.
  2. People find the structure that works for them. The people doing the work don’t necessarily know what’s going to work at the start – but being self-organizing they’ll find out. Plus this exploration yields insights they can use elsewhere.
  3. People who self-organize communicate. This feedback tells people what’s needed, allows for adaption, and builds relationships to further the work.
  4. People determine needed artifacts. Agile principles and methods aren’t big on giant piles of documentation, but we do need them. When you self-organize you come up with what’s needed to track work, describe it, and record information. This saves time and increases clarity (also saving time).

Just remember, to make this work you have to make sure people are allowed to self-organized, encouraged, and trained or otherwise supported in doing so.

Where Does This Help Creative Work?

I’ve hinted at just how this affects creative work, but let’s get down to it – why does self-organizing support creative work – and how can you support it?

It Avoids Overstructure: Starting a creative effort with lots of unnecessary structures in place will kill creative work which needs a level of freedom and feedback and experiment. Allowing teams to self-organize helps avoid this.

  • What you can do in your creative works is allow for self-organizing and be aware of when you’re over-attached to processes and procedures.

It Allows For Adaption: Creative work is hard to automate, even though many of us have tried (me included), and it needs room for adaption. Allowing for self-organizing teams allows for that adaptability upfront – people can find what works for them.

  • In your creative works, support adaption by helping people (even if it’s just you and your client) change and adapt what works, with your eye on the eventual goal. That focus on value will help keep you from being distracted.

It Allows For Communication: Creative works are communicative work (even if sometimes the goal is to confuse, such as in a challenging game). To support communicative work people have to communicate and thus self-organizing teams support that – but also force it. When there’s no checklist being ordered and people are encouraged to communicate, you get more actual talking.

  • For creative works, encourage communication among people – and communicate yourself. It helps to be supportive, finding what works for them, not forcing your goals of “how it should be done,” but helping people find what must be done.

It Creates Habits and Culture: Self-organizing teams build their own structures and methods – and habits. This means that there’s more than just some org chart – there’s good habits and in long-term efforts, a culture that evolves. People who develop their own structures,, methods, and so on will remember and embody what they’ve learned. In time this leads to even more productivity as this is in the bones.

  • In your creative efforts, support developing a culture by finding what works and noting things that went right. In times the best lessons burrow into peoples habits.

What About Solo Creatives?

But what about solo creatives? How does this apply?

Recall that the “team” is everyone as far as I’m concerned – the client, people giving feedback, your roommate offering unsolicited advice. Even if you’re on there own there’s still “teams.”

What you want to do is:

  1. Find what “teams” there are – you and a client, you and an editor, etc.
  2. Encourage the teams to self-organize. Be open to feedback, listen, communicate, focus on goals.
  3. When possible, cross teams over. Share that client who wanted your art with a writer that you know. Share an editor with someone else. Build a larger culture among individuals to support each other.
  4. Even when it’s just you in the end, listen to yourself and your ideas. You’re a multitude – be your own team.
  5. Self-organize – don’t get too lost in other people’s ideas and advice, even mine.  Learn to rely on your own wisdom.

Always keep the need to adapt and adjust and self-organize.

In Closing

The eleventh agile principles notes that self-organizing makes for the best results. This works because people communicate, determine what works, and create what structures and tools are needed to get those results. You can encourage this with

  • Avoid overstructuring
  • Encourage adaption with feedback.
  • Encourage communication
  • Encourage development of a larger culture – the self-organizing lessons we keep with us.

Self-organizing teams can produce the best results – even if sometime the team is one person.

– Steve