• Stop clapping, this is serious

    A great interview with Tom Lehrer. Sample quote:

    It’s 50 years since Lehrer’s first recordings, and 38 years since his last album of new material, yet word that we’ve secured an interview has people around the office launching into such unlikely yet infectious ditties as The Vatican Rag, Smut and Lehrer’s ode to spring pursuits, Poisoning Pigeons in the Park.

    It also has people asking with a surprised tone: “Is he still alive?” Yes, Lehrer is very much with us, despite being quiet for so long (he once told The New York Times he had encouraged rumours of his demise in the hope of cutting down junk mail).

    “With audiences nowadays I see it with these late-night [TV show] people, Jay Leno, David Letterman and so on the audience applauds the jokes rather than laughs at them, which is very discouraging.

    “Laughter is involuntary. If it’s funny you laugh. But you can easily clap just to say [deadpan]: ‘A ha, that’s funny, I think that’s funny.’ Sometimes they cut to the audience and you can see they are applauding madly. But they’re not laughing.”

    Tom Lehrer is one of the funniest people I’ve ever heard. Check him out. Here’s another interview with Lehrer.


  • Not your regular office christmas party

    What is the christmas office party like, when you work for the Happy at Work Project? Well, it might go a little like this:



  • I got a gig in Istanbul

    I’ll be speaking at the 11th. human resources conference in Istanbul on February 22nd and 23rd 2006. The conference has a very interesting theme called Manifesto: A Fresh Look into Organisations, People and Leadership. The themes are:
    * Discovering successful organizations with unconventional management approaches in place
    * Exploring complexity science and its relationship to organisations
    * Bringing a different look into organisational development, human capital management and work culture
    * Changing our minds about our firms: human corporations, companies as living systems, adaptive enterprise
    * Redefining leadership

    Sounds cool to me :o)


  • Death to PowerPoint

    Creating Passionate Users is the best blog I’ve found recently, and Kathy Sierra’s post on how not to use PowerPoint is very funny and smart.

    Sometimes the best presentation is… no presentation. Ditch the slides completely. Put the projector in the closet, roll the screen back up, and turn the damn lights back on!

    Especially if the slides are bullet points. Or worse… paragraphs.

    The second you dim the lights and go into “presentation mode” is the moment you move from a two-way conversation to a one-way lecture/broadcast. It’s hard to be interactive when you’re behind your laptop, at a podium, watching your slides on the small screen.

    Read it!


  • Quote

    So, I’m saying, “This I believe: I believe there is no God.”

    Having taken that step, it informs every moment of my life. I’m not greedy. I have love, blue skies, rainbows and Hallmark cards, and that has to be enough. It has to be enough, but it’s everything in the world and everything in the world is plenty for me. It seems just rude to beg the invisible for more. Just the love of my family that raised me and the family I’m raising now is enough that I don’t need heaven. I won the huge genetic lottery and I get joy every day.

    Believing there’s no God means I can’t really be forgiven except by kindness and faulty memories. That’s good; it makes me want to be more thoughtful. I have to try to treat people right the first time around.

    – Penn Jillette

    This I believe too. Read the rest of it here.


  • Renaissance play

    An excerpt from Get Back In Th Box, Douglas Rushkoff’s new book:

    In a renaissance society driven by the need to forge connections, play is the ultimate system for social currency. It’s a way to try on new roles without committing to them for life. It’s a way to test strategies of engagement without being defined by them forever. It’s a way to rise above the seemingly high stakes of almost any situation and see it as the game it probably is. It’s a way to make one’s enterprise a form of social currency from the beginning, and to guarantee a collaborative, playful, and altogether more productive path toward continual innovation.

    And this play begins at work….

    I’m getting that book. Now.

    And speaking of play: Researchers have identified at least 317 games that dolphins play:

    When Stan Kuczaj and Lauren Highfill were snorkeling among some rough-toothed dolphins off the coast of Honduras last year, they saw an intriguing game among the animals.

    Two adults and a youngster were passing a plastic bag back and forth, as in a game of catch, the two researchers wrote in the October issue of the research journal Behavioral and Brain Sciences.

    A pantropical spotted dolphin (Stenella attenuata) skips on its tail over the water. No one knows why dolphins do this, but some scientists say it could be for fun. When the adults passed it to the youth, they did so more carefully than to each other, releasing it just in front of the youth?s mouth, as if to make it easier to catch.

    After years of studying dolphins at play, Kuczaj and his colleagues have reached some surprising conclusions: dolphin games show remarkable cooperation and creativity. Dolphins seem to deliberately make their games difficult, possibly in order to learn from them. And such pastimes may play a key role in the development of culture and in evolution?both among dolphins and other species, including humans.

    Both of these links come via Boingboing.


  • Sharing the reins

    John Abrams, President of South Mountain Company, tells the story of how the company became employee-owned:

    In 1987 I sold my business, South Mountain Company, to my employees (and myself)… Shared ownership and control is our method at South Mountain. “Every employee, an owner” is our intention. More than half of our thirty employees are full owners. Each time another comes in, and each time a new management invention encourages more voices to be heard, we move steadily toward the goals of democracy, fairness, and transparency.

    Among the advantages: Commitment, effectiveness, productivity. Read the whole story here.


  • Open source and business

    CIO Insight has a great interview with Berkeley political scientist Steven Weber on the open source movement and it’s current and future business impact. A few choice bits:

    Economists are shocked at the notion that people engage in behavior in many parts of their lives for nonmonetary reasons… It’s an interesting reminder that human motivation is a really complex thing… Creativity is really important to people. And taking the opportunity to engage in these open-source communities allows people to stretch their creativity and learn while they’re doing it. It’s an important reminder to managers that there’s a lot of motivation out there that most organizations don’t tap into very well.

    Good ideas and innovative thoughts are randomly distributed throughout the human population. It’s critical to recognize that if you give people the infrastructure to create their own products, they’re likely to figure some out, because they know what they need better than you do. I think the open-source community, at least at the level of underlying operating systems, has done that, not necessarily because that was what they intended to do, but they created an ecology in which that’s possible.

    The most commonly used argument against open source is, that if companies can’t patent what they invent, innovation will stop because they can’t effectively make money of it. That is of course b.s., and here’s why:

    I can give you one example that friends of mine who work in the biotechnology industry would cite on the downside of holding lots of this stuff in proprietary IP rights.

    They call it “the tragedy of the anti-commons.” Let’s say I’m a researcher working at a small biotech firm here in the Bay Area. And I think there’s something interesting I would like to do with a particular molecule and its interaction with a particular gene. Much of this stuff is now patented, and there are so many competing patent claims on so many different parts of the things I would need to work on, that the cost of actually figuring out what permissions I need are astronomical. So lots of small companies simply can’t work on it.

    They call it the tragedy of the anti-commons in the sense that in order to work on this, they’ve got to get a permission to use this molecule and a license to play with this gene. That’s just too expensive, so they walk away from it.

    Via OpenBusiness.

    The tragedy of the anti-commons… I’ll have to remember that one :o) “Intellectual Property” is a concept that makes zero sense. Trying to enforce IP means stifling innovation and holding back technological and scientific development. I say we give up the notion once and for all and see where that takes us.



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