An 80-Year-Old Poet for the MTV Generation
By MELENA RYZIK
Published: August 27, 2007
MtvU, the subsidiary of MTV Networks that is broadcast only on college campuses, will announce today that it has selected its first poet laureate. No, he doesn’t rap. And it’s not Bob Dylan, or even Justin Timberlake.
It is John Ashbery, the prolific 80-year-old poet and frequent award winner known for his dense, postmodern style and playful language. One of the most celebrated living poets, Mr. Ashbery has won MacArthur Foundation and Guggenheim fellowships and was awarded a Pulitzer Prize in 1976 for his collection “Self-Portrait in a Convex Mirror.”
Excerpts of his poems will appear in 18 short promotional spots — like commercials for verse — on the channel and its Web site (mtvu.com, which will also feature the full text of the poems). In another first, mtvU will help sponsor a poetry contest for college students. The winner, chosen by the Pulitzer Prize-winning poet Yusef Komunyakaa, will have a book published next year by HarperCollins as part of the National Poetry Series.
“We hope that we’ll help discover the next great poet that we’ll be talking about for years to come,” said Stephen K. Friedman, the general manager of mtvU, which broadcasts at 750 campuses nationwide.
http://www.nytimes.com/2007/08/27/books/27laur.html?_r=1&oref=slogin
Tuesday, August 28, 2007
Thursday, July 26, 2007
Mistakes to Learn From - Datability Minus Ego
Just a few years ago, it would have been astonishing for a foundation, particularly one as traditional as Carnegie, to publicize a failure. Today, though, many of the nation’s largest foundations regard disclosing and analyzing their failures as bordering on a moral obligation.
“There’s an increasing recognition among foundation leaders that not to be public about failures is essentially indefensible,” said Phil Buchanan, the executive director of the Center for Effective Philanthropy, which advises foundations. “If something didn’t work, it is incumbent upon you to make sure others don’t make the same mistake.”
New York Times, July 25, 2007 Foundations Find Benefits in Facing Up to Failures
http://www.nytimes.com/2007/07/26/us/26foundation.html
Foundations seem to be making advances lately that other organizations have talked about but not really enacted.
Have you seen instances of collaborative behaviors, changes in jurisdictional attitudes or organizational transformations that are putting foundations in the avant of accelerating cultural shifts?
If so, please join in.
Sal
“There’s an increasing recognition among foundation leaders that not to be public about failures is essentially indefensible,” said Phil Buchanan, the executive director of the Center for Effective Philanthropy, which advises foundations. “If something didn’t work, it is incumbent upon you to make sure others don’t make the same mistake.”
New York Times, July 25, 2007 Foundations Find Benefits in Facing Up to Failures
http://www.nytimes.com/2007/07/26/us/26foundation.html
Foundations seem to be making advances lately that other organizations have talked about but not really enacted.
Have you seen instances of collaborative behaviors, changes in jurisdictional attitudes or organizational transformations that are putting foundations in the avant of accelerating cultural shifts?
If so, please join in.
Sal
Tuesday, July 17, 2007
Near Misses
"If the airspace is totally under the control of the air traffic controller, there is a tremendous sense that Big Brother is watching on radar and that the pilot doesn't really have to look out the window."
The problem for pilots is that as they approach major airports, they must concentrate on the controllers' signals, diverting their visual attention from the skies. Concludes the report, in a considerable understatement: "A way must be found to resolve this very real dilemma." - Charles Spence, spokesman for the Aircraft Owners and Pilots Association
Time Magazine, July 2007
http://www.time.com/time/magazine/article/0,9171,916714,00.html?promoid=googlep
The article in Time is called Sky Jams. The reference from Charles Spence dates back to 1979.
Here's my point. Business travel is a concern for all of us and the recently reported "near misses" at congested airports have revealed a complicated set of issues.
Infrastructure, long out dated computer tracking technology and lack of appropriate investment are key components to near misses.
Taking a breath from the reality of this situation, it becomes obvious that the overall metaphor for business practices in M&A situations, innovation initiatives and cultural accelerations may indeed, suffer the same set up for near misses.
Human interaction often comes into play at the last moment to counter the loss of updated measurement criteria, communication realities and networking abilities.
Just as the pilots have to look to the "controller's signals" and not out the window at what really exists -- is it possible that we have created the foundation for people in position to routinely make decisions without a clear picture of what they are facing?
Near misses. Has this become an accepted way of doing business rather than taking the time and money to update what is needed to be able to view a genuine current state?
At this point, the technology and the human interaction are more than available for the update.
Sal
The problem for pilots is that as they approach major airports, they must concentrate on the controllers' signals, diverting their visual attention from the skies. Concludes the report, in a considerable understatement: "A way must be found to resolve this very real dilemma." - Charles Spence, spokesman for the Aircraft Owners and Pilots Association
Time Magazine, July 2007
http://www.time.com/time/magazine/article/0,9171,916714,00.html?promoid=googlep
The article in Time is called Sky Jams. The reference from Charles Spence dates back to 1979.
Here's my point. Business travel is a concern for all of us and the recently reported "near misses" at congested airports have revealed a complicated set of issues.
Infrastructure, long out dated computer tracking technology and lack of appropriate investment are key components to near misses.
Taking a breath from the reality of this situation, it becomes obvious that the overall metaphor for business practices in M&A situations, innovation initiatives and cultural accelerations may indeed, suffer the same set up for near misses.
Human interaction often comes into play at the last moment to counter the loss of updated measurement criteria, communication realities and networking abilities.
Just as the pilots have to look to the "controller's signals" and not out the window at what really exists -- is it possible that we have created the foundation for people in position to routinely make decisions without a clear picture of what they are facing?
Near misses. Has this become an accepted way of doing business rather than taking the time and money to update what is needed to be able to view a genuine current state?
At this point, the technology and the human interaction are more than available for the update.
Sal
Tuesday, June 26, 2007
Two Helpful Perspectives on Network Realities
Patti Anklam has just published Net Works A Practical Guide to Creating and Sustaining Networks at Work and in the World.
I have worked with Patti and have learned a great deal from her. The title is an honest description of what her committed work offers.
Another associate, Bruce Hoppe, publishes a vital blog.
http://connectedness.blogspot.com/
Bruce is on to critical issues like the visualization of networked information and much more.
Sal
I have worked with Patti and have learned a great deal from her. The title is an honest description of what her committed work offers.
Another associate, Bruce Hoppe, publishes a vital blog.
http://connectedness.blogspot.com/
Bruce is on to critical issues like the visualization of networked information and much more.
Sal
Some Things Change & Some Appreciate Watching
We all have heard about, participated or become curios about Social Networking issues affecting the workplace.
Organizational Networking Analysis (ONA) mapping and Value Networking Analysis (VNA) are two current tools used for understanding either the roles or the content sharing that exists between communities.
Enough time has passed with significant work and substantive data to really affect the organizational design of today's companies.
Yet, it remains to be seen who has actually approached what a Network Based Organization looks and acts like.
If you have any examples please let us know.
Sal
Organizational Networking Analysis (ONA) mapping and Value Networking Analysis (VNA) are two current tools used for understanding either the roles or the content sharing that exists between communities.
Enough time has passed with significant work and substantive data to really affect the organizational design of today's companies.
Yet, it remains to be seen who has actually approached what a Network Based Organization looks and acts like.
If you have any examples please let us know.
Sal
Tuesday, May 15, 2007
My Uncle's Insight
I went to visit my uncle the other day.
Well past his 95th birthday, this man has had a wonderful career as a businessman, community activist and entrepreneur. It's become a pleasant ritual for me to take him some cannoli (his favorite desert) and to ask his advice on work and other worldly issues.
Talking about the cannoli, I was describing to my uncle how the Italian bakery owner was telling me that each time he does some new construction work at his bakery it seems to increase his business. My uncle laughed. By the way, if I were to state my uncle's name, just about every New Yorker would recognize it since one of his projects was to establish a landmark New York Gourmet marketplace.
Anyway, my uncle laughed and said "it was always a principle of mine in business to understand that change makes people aware of you".
He re emphasized this when I said to him that I often work with people who are concerned or fixated with change. He just said, "it only helps".
Sal
Well past his 95th birthday, this man has had a wonderful career as a businessman, community activist and entrepreneur. It's become a pleasant ritual for me to take him some cannoli (his favorite desert) and to ask his advice on work and other worldly issues.
Talking about the cannoli, I was describing to my uncle how the Italian bakery owner was telling me that each time he does some new construction work at his bakery it seems to increase his business. My uncle laughed. By the way, if I were to state my uncle's name, just about every New Yorker would recognize it since one of his projects was to establish a landmark New York Gourmet marketplace.
Anyway, my uncle laughed and said "it was always a principle of mine in business to understand that change makes people aware of you".
He re emphasized this when I said to him that I often work with people who are concerned or fixated with change. He just said, "it only helps".
Sal
Interesting Counterpoint Articles
Front page of the NY Times. Two articles about the changing workplace and the world of transportaion.
A Corporate Divorce on the Cheap
http://www.nytimes.com/2007/05/15/business/worldbusiness/15daimler.htm
Daimler, now free of its struggling U.S. partner, can look ahead to a promising future as a stand-alone maker of trucks and luxury cars.
By MARK LANDLER
Published: May 15, 2007
STUTTGART, Germany, May 14
Nine years after they exchanged vows at a huge, lavishly choreographed news conference in London, Daimler and Chrysler signed their divorce papers Monday at a sparsely attended briefing in an auditorium at an aging Mercedes-Benz factory here.
As bookends, the two news conferences vividly illustrated the dashed dreams of the Daimler-Chrysler marriage.
And published yesterday.
VENICE
For more than a thousand years, Venice has had gondolas but never a female gondolier. But now there is Alexandra Hai.
By Dave Yoder for The New York Times
As Alexandra Hai plies the canals, many people shout encouragement. She won the right to run a hotel gondola but not to be called a gondolier.
After a decade of struggle, Ms. Hai has won the right to be a gondolier — sort of. A court recently allowed her to paddle around the canals of Venice, but only for the residents of one of the city’s hotels.
http://www.nytimes.com/2007/05/14/world/europe/14venice.html?_r=1&oref=slogin
A Corporate Divorce on the Cheap
http://www.nytimes.com/2007/05/15/business/worldbusiness/15daimler.htm
Daimler, now free of its struggling U.S. partner, can look ahead to a promising future as a stand-alone maker of trucks and luxury cars.
By MARK LANDLER
Published: May 15, 2007
STUTTGART, Germany, May 14
Nine years after they exchanged vows at a huge, lavishly choreographed news conference in London, Daimler and Chrysler signed their divorce papers Monday at a sparsely attended briefing in an auditorium at an aging Mercedes-Benz factory here.
As bookends, the two news conferences vividly illustrated the dashed dreams of the Daimler-Chrysler marriage.
And published yesterday.
VENICE
For more than a thousand years, Venice has had gondolas but never a female gondolier. But now there is Alexandra Hai.
By Dave Yoder for The New York Times
As Alexandra Hai plies the canals, many people shout encouragement. She won the right to run a hotel gondola but not to be called a gondolier.
After a decade of struggle, Ms. Hai has won the right to be a gondolier — sort of. A court recently allowed her to paddle around the canals of Venice, but only for the residents of one of the city’s hotels.
http://www.nytimes.com/2007/05/14/world/europe/14venice.html?_r=1&oref=slogin
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