Tim Brown: The Career Choice Nobody Tells You About

IDEO's CEO Tim Brown:

Here’s what I’m saying: Although my unplanned career path turned out fine, choosing to go wide versus deep should be made consciously, not accidentally. Each path offers tremendous reward if followed with passion and commitment, but each requires different skills and approaches to be successful.

Going deep requires incredible focus, lifelong commitment to a single cause, a willingness to be patient towards achieving success, and the confidence to follow a path others may not understand or value. Whether it’s as a research scientist, designer, chef or software engineer, committing to a single discipline and pushing it as far as you possibly can holds the potential to make a significant dent on the planet.

Going wide, on the other hand, is about making connections between what you already know and what you’re curious about discovering. It requires systems thinking in order for the whole to be greater than the sum of the parts. It means developing the skills to collaborate for the purpose of learning. It’s about seeing the creative possibilities in breaking down boundaries and describing the world, your organization, the problem in new ways. It probably means having a difficult time describing to your parents what you do.

I can relate to Brown's career, mine has also been decidedly (and purposely) wide. 

The Knowledge, London’s Legendary Taxi-Driver Test, Puts Up a Fight in the Age of GPS

The New York Times Magazine has a fantastic article by Jody Rosen about The Knowledge, which is as much about London taxi drivers as it is about what it is to commit to be the best in a certain field:

The examination to become a London cabby is possibly the most difficult test in the world — demanding years of study to memorize the labyrinthine city’s 25,000 streets and any business or landmark on them. As GPS and Uber imperil this tradition, is there an argument for learning as an end in itself?

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[Matt] McCabe had spent the last three years of his life thinking about London’s roads and landmarks, and how to navigate between them. In the process, he had logged more than 50,000 miles on motorbike and on foot, the equivalent of two circumnavigations of the Earth, nearly all within inner London’s dozen boroughs and the City of London financial district. He was studying to be a London taxi driver, devoting himself full-time to the challenge that would earn him a cabby’s “green badge” and put him behind the wheel of one of the city’s famous boxy black taxis.

Why We Love Repetition In Music

How many times does the chorus repeat in your favorite song? How many times have you listened to that chorus? Repetition in music isn’t just a feature of Western pop songs, either; it’s a global phenomenon. Why? Elizabeth Hellmuth Margulis walks us through the basic principles of the ‘exposure effect,’ detailing how repetition invites us into music as active participants, rather than passive listeners. 

Lesson by Elizabeth Hellmuth Margulis, animation by Andrew Zimbelman for The Foreign Correspondents' Club.

Young Minds in Critical Condition

Michael S. Roth in The New York Times Opinionator blog: 

Liberal education in America has long been characterized by the intertwining of two traditions: of critical inquiry in pursuit of truth and exuberant performance in pursuit of excellence. In the last half-century, though, emphasis on inquiry has become dominant, and it has often been reduced to the ability to expose error and undermine belief. The inquirer has taken the guise of the sophisticated (often ironic) spectator, rather than the messy participant in continuing experiments or even the reverent beholder of great cultural achievements.

The best form of criticism is to create new things. 

Instead of futurists, let’s be now-ists: Joi Ito at TED2014

Director of the MIT Media Lab Joi Ito speaking at TED 2014:

In the B.I. [before the internet] world, starting a business had a clear timeline: says Ito, you hired MBAs to write a business plan, you raised money, and then you built the thing you wanted to build. But in the AI world, the cost of innovation has come down so much that you start with the building—and then figure the money and business plan. “It’s pushed innovation to the edges, to the dorms rooms and startups, and away from stodgy organizations that had the money, the power and the influence.”

During Nicholas Negroponte’s era at the MIT Media Lab, the motto he proposed was: “Demo or die.” He said that the demo only had to work once. But Ito, who points out that he’s a “three-time college dropout,” wants to change the motto to: “Deploy or die.” He explains, “You have to get it into the real world to have it actually count.”

Ito takes us to Shenzhen, China, where young inventors are taking this idea to the next level. In the same way that “kids in Palo Alto make websites,” these kids make cell phones. They bring their designs to the markets, look at what’s selling and what others are doing, iterate and do it over again. “What we thought you could only do in software, kids in Shenzhen are doing in hardware,” he says.

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Ito urges us to follow a compass rather than a map. Instead of planning out every exact points before you start, allow yourself to make the decisions you need as you go in the general direction of where you need to be.

“I don’t like the word ‘futurist,’” he says. “I think we should be now-ists. Focus on being connected, always learning, fully aware and super present.”

Looking forward to seeing this talk when the video becomes available.