Books reliably inspiring enthusiastic conversations are books worthy of close attention. When Beata read and recommended Daniel Coyle’s book, “The Culture Code”, encouraging me by reading bits and pieces of it to me, it was not long before I knew that I had been introduced to just such a book. Soon I was buying copies and giving them away. Over the course of 2-3 months I gave away a bunch of copies and organized an evening in the top floor of the Monarch Motel in Moscow, Idaho devoted to discussion of the book.
The present article is part of my evolving reaction to the stories and theories in Coyle’s book, prompted by the reading inspired barehanded combat with those ideas.
The stories of remarkable environments for creativity and productivity, as well as the stories of studies and research aimed at understanding cultures of creativity and productivity are brilliantly chosen. For this reason alone, I can and do recommend the book to everyone.
If those stories are listened to and felt and thought about and experimented with, the effect on the reader is large.
When I get a (non-mathematical) book and read it carefully, it means I have chosen to engage rather deeply. Usually I write in the margins, in a sort of hand to hand combat with the details and nuances. And there is a fair bit written in the margins of this book. But while I sometimes have issues with the theories used to explain things – mostly nitpicky like the fact that nonlinearilty does not equal non-logical, see the story of the Allen Curve – the quality of the inspiration affected by the book completely outweighs any concern about the book’s shortcomings.
The core of this book is the threefold cord of (1) safety, (2) vulnerability and (3) purpose which, expanded a bit, becomes:
- Safety and belonging – taxing existential questions are never the lot of individuals in highly creative, productive environments. The growing scarcity of safety and belonging in many workplaces should be a source of deep concern. The gig economy is an indication that we are eating our seed corn and have ceased to pay even lip service to wisdom and a sustainable future.
- An empathetically evolved environment enabled by vulnerability powered connection. A status flat environment in which creative energy flows easily is an environment in which truth and kindness (together!) are common, even foundational. Empathy, in its nuanced and expanded incarnations, is at the root of all highly effective, sustainable environments.
- Purpose and vision – a bold, omnipresent clarity on the deeper foundational laws of being as well as the aims, the goals and the lofty visions that drive everything. An environment filled with signals keeping these principles and visions in constant view, is an environment whose vision is sustainable. Opposing the natural trend towards higher organizational entropy, these signals are an energy that enables the culture to remain inspired and organized for innovation and collaboration.
These three threads are the pillars of environments that have no trouble keeping those that enter their influence. We visit and never want to leave – quite literally. In fact, Daniel himself admitted that when he was doing the research for the book, he found himself making excuses why he needed to stay in the environments he was investigating, even after he had the information he needed for his book.
Of course, some of the research was historical, visible only through the stories of those who were lucky enough to be part of those past places. Take for instance, Bell Labs in its heyday and Harry Nyquist.
In trying to understand the smaller group of super-innovators at Bell Labs, every possible factor was eliminated until it was discovered that all of these super-innovators ate lunch with Harry. He would draw out and listen to his lunch-mates with interest and curiosity, quietly giving them inspiring ideas and questions to go away and think about. Though Harry was also well known and influential because of his own research and innovation, neither this fact, nor his ability to spark innovation in others, seemed to effect his gentle, fatherly demeanor or tranquil reliability. In fact, these characteristics seemed to be significant part of the reason for his power. Disarmed by his demeanor, they opened up to his relentless curiosity.
At IDEO, the design company responsible for a large number of design innovations, Roshi Givechi plays a similar role, roaming from one design group to another, helping them to overcome obstacles and find new creative grooves through a powerful ability to listen and ask questions. In fact, when Daniel Coyle told her the title of the book he was doing the research for, it was not long before he had a new subtitle after she asked a question about his choice of subtitle.
The other stories and anecdotes are very well selected and wide ranging. Some illustrate principles of collaboration. The Allen curve, showing that effectiveness of collaboration is inversely proportional to the distance between desks of those collaborating, is another striking story of discovery that is both surprising when you hear it for the first time and sensible, even intuitively reasonable, when you take it in and think about it for awhile. While it is not an illogical relationship, as Coyle asserts, it is a non-linear one that will nonetheless make sense to anyone whose intuitions include some instincts for physics and chemistry and interactions and reactions.
Other stories are rich with insight, a sort of living book waiting to be read more and more deeply. Coyle starts his book with such a story, of kindergartners outdoing, by a factor of two, groups of business students and professionals in a challenge to build the highest tower with a piece of tape, a string, a few dried spaghetti and a single marshmallow. And for me at least, this set the tone of the book.
As noted above, I ended up with a book full of marginal notes (in pencil!) and a lot of thoughts that were discussed with others. If I had to select a phrase that captured the influence of the book on me I think it would be:
… brilliantly selected stories and simple principles that were even more compelling because they were validated by my own experiences in trying to build highly effective teams of innovators …
And the effect of the book does not end with the sharing of the book and discussions.
The histories of places like Bell Labs and Xerox PARC and Los Alamos and the Rad Labs in Boston were already part of my own context, either through direct experience or through careful histories that I had read and internalized, but something about the combination of this book and my own struggles with getting groups together that were sometimes partly or mostly successful and other times were pretty clear failures, created in me a deeper openness and readiness to put these principles into action.
While the experiment that is now underway is a topic for another article, I can say that the timing for the discovery that Beata made and passed on to me was remarkable.
I give the book my highest recommendation.