Communication: Leadership’s Binding Agent

You’ve hired people with all the right skills, talent, and experience and you’ve given them the tools they need to perform their functions. And yet, patron services just aren’t clicking. Project pieces don’t fit together. And unresolved friction is the norm. Maybe patrons aren’t complaining, but the library’s image isn’t exactly shining either. In the end, some of those valuable people on your team-that’s-not-a-team leave, and you discover they aren’t necessarily leaving for better positions. They just want to work someplace else.

Where do you begin looking for the root cause behind the disfunction on a library team (or any team)? How do you know what to fix?

A good place to begin is communication, and look to yourself for figuring out what to fix. Let’s face it, survey after survey shows that librarians completing the Myers-Briggs personality profile (or almost any other personality profile) score high on introversion. That’s neither good nor bad. That’s just a fact, and as a library leader it’s something that you need to be aware of and work on, especially in your own communication.

Good leaders need to be good communicators in three ways:

      1. Outbound communication: Enlightening and listening to higher level management, the board, or the larger community, including patrons.
      2. Direction oriented communication: Talking to peers and staff about what your team’s overall objective is and how success will be recognized.
      3. Day-to-day communication: Staying on top of progress on tasks and coordinating problem solving.

These are interrelated communications, of course. Problem solving, for example, will always be conducted in the context of objectives. Weakness in any of these levels of communication, however, could spell failure.

A library team that does not listen to the larger community (especially listening to people who do not currently use the library) cannot possibly expect to meet the needs and interests of the community at a high level of satisfaction because it simply will not know what those needs and interests are. Library leaders are responsible for making sure that the community is heard and understood. Otherwise, the library will miss opportunities or produce services that few in the community want or need.

Similarly, library leaders need to coordinate library or department activities with their peers within and outside the library. They also need to make sure that the people who work with them understand what the goals are and why they are important. Workers who are disconnected from the finished product are not likely to care whether they do their work well or efficiently, but team members who know why they are working on a project will derive greater satisfaction from doing the job well. People are far more likely to care about how well they do their jobs if they understand the consequences of both doing well and doing poorly.

Finally, operations can quickly get bogged down in minor unresolved issues. Leaders need to empower team members to quickly make decisions by communicating and coordinating with each other, but leaders also need to make sure that team members are resolving the problems. Without at least some oversight, some problems may simply be ignored because each person thinks it’s someone else’s problem – or at least that it’s not their responsibility. It’s a basic management skill required of leaders at all levels to stay attuned to the emergence of issues within their team and the need to resolve them. How they are resolved (within the context of the team’s objective) is less important than that they are resolved and that everyone affected by the resolution is aware of it and why it worked out the way it did.

Ultimately, I would argue that having a team with a perfect balance of skills or having a team on which everyone is friendly and gets along is less important than having a team that communicates well. It is possible to fill most skill gaps and to get past many personal awkwardnesses, if the team can communicate well professionally. Communication is the tool that binds teams together and makes them strong. Assuring the team can and does communicate is your responsibility as the team leader. If communication is a problem on the team you lead, address this first and many other problems will take care of themselves.

Outreach, Marketing & Engagement in Public Libraries

Librarians frequently use the terms outreach, marketing and engagement interchangeably. Many people, not just librarians, do. However, the terms are fundamentally different, and the underlying philosophy of how a library works and participates in its community affects which term applies. It is essential for librarians, especially library leadership, to understand the differences.

Outreach: The primary – almost exclusive – function of outreach is to increase awareness within an audience. Libraries conduct outreach to make community members aware of their services and programs. The underlying objective of outreach is to increase attendance or use of existing services and programs developed by the library for the audience. Usually this is accomplished Outreach is fundamentally a PR function consisting of outbound, unidirectional communication from the library to the community.through unidirectional communications such as posters in the library, e- newsletters, social media posts, handouts available through the circulation or reference desks and blurbs or articles in local news outlets. Outreach is fundamentally a PR function. It consists of outbound, unidirectional communication from the library to thecommunity.

Marketing: The function of marketing is rarely used by libraries. Marketing has three essential parts. First, marketing is a proactive effort to identify distinct audiences within a community. These audience might be defined, for example, by age, language, education level, gender identity, political views, reading habits or any combination of characteristics. Next, marketing requires the institution to make a proactive effort to understand the wants and needs of each group it serves and what motivates the people who make up that group. Young adults uncertain about their gender identities have information interests and reading / browsing habits that are different from the information interests and reading / browsing habits of retirees with grandchildren and health problems.

Marketing also assumes that there are segments of the community that the library does not reach well, and, because they are part of the community, we should connect with them. Marketing then assumes that we may not know the people in these groups as well as we think, and we need to understand them to provide them with the programs and services they want. Therefore, we librarians need to identify the various groups in our communities, and then we need to understand them. 

Second, marketing uses what it has learned about the various segments of its community to change existing programs or develop new ones that meet the needs and interests of those segments.

The last, and not least, component of marketing is much like outreach. Marketing includes letting the community know about all these great programs and services that the library has developed for it based on what the library has learned about the various segments of the community.

Marketing is a continuous cycle of learning about the community, how it is changing and what new segments are emerging, and then adjusting the library’s mix of programs and services to meet the community’s current needs and interests. Outreach is just a piece of marketing.

Engagement: Both outreach and marketing start with predetermined assumptions about the role of the library in the community and those assumptions are made by the library. Engagement allows the community to have a bigger say in the role of the library in the community.

Engagement, like marketing, starts with identifying the constituencies within a community and then goes to them and asks them about their aspirations for their community. The community, not the library, is the center of the discussion. Instead of asking what the community wants from the library, which is the classic marketing question, the basic engagement question is what does the community want for itself. The library then has to figure out how to facilitate those aspirations.

Sometimes the best way to facilitate a community With engagement, the community, not the library, is the center of the discussion.aspiration will require the library to develop programs and services within the library with input from the community, but many times the best way for the library to facilitate a community aspiration will be to empower individuals or other organizations within the community to work towards related goals. Richard Harwood of the Harwood Institute refers to this as “turning outward”. Instead of the library looking at itself as an institution first, the library looks first and primarily at the community for a definition of what the library is and does.

The ALA has developed a program called Libraries Transforming Communities (LTC). LTC is an engagement program for libraries and includes tools and training for library staff. LTC (engagement) makes it possible for libraries to work with their communities to develop programs and services in conjunction with the community to achieve aspirations defined by the communities.

Libraries that engage with their communities not only provide programs and services defined and created by their communities, they also facilitate work done by others.

Bad libraries build collections, good libraries build services,
great libraries build communities.
R. David Lankes

 

Outreach, therefore, is fundamentally the PR function of marketing. Marketing is fundamentally the cyclical process of learning about a library’s community, building and revising library programs and services to meet the needs of the community and then using outreach to make the public aware of those programs and services. Engagement, however, puts the community front and center and calls on the library not only to build library programs and services but also to enable and participate in programs and services developed by the community itself or by other institutions. Engagement makes the library a member of the community.

Social Media as a Platform for Information Literacy Education by Libraries

Social Media is periodically used by political and social actors to arouse emotional responses to misinformation and disinformation to sow division and enhance loyalty to their own causes.

Public libraries are in a unique position to counter this practice by using the same social media tools to develop information literacy and critical thinking in the general public. A few carefully crafted, interactive campaigns could be used to engage community members and encourage them to

    • Appreciate the benefits of distinguishing between demonstrable fact, emotionally titillating fiction and beliefs.
    • Evaluate the context in which information is provided.
    • Consider the objectives, priorities and potential biases of sources.
    • Understand their own objectives in seeking, selecting and using information.

Such a campaign would require a combination of witty memes and skillfully crafted interactive tools that would both engage members of the public and instruct them in information literacy and critical thinking.

Done right, a social media campaign could develop information literacy in the public and enhance the brand of libraries as sources for and advocates of reliable, fact based information.

How would this be accomplished?

To begin with, public libraries are good at providing information, so the instinct is to take a “This is a fact and that is not” (we are the authority) approach to service. However, these days information changes and spreads at a rate that renders this approach impractical. As an alternative, consider the old adage, “Give a person a fish and you feed them for a day; teach a person to catch fish and you feed them for a lifetime.” Public libraries need to teach information literacy to the public rather than attempt to be information literacy for their communities. This has the added advantage of keeping libraries out of the fray. We can certainly have our opinions, but we make it clear that as institutions we are teaching choice, not taking sides.

In addition, public libraries need to reconsider the classroom paradigm. When teaching information literacy, classrooms are fine for K-12 or academic libraries where students are a captive audience and receptive to the instruction via classroom approach. The general public, especially working adults with kids, however, are not likely to embrace giving up an evening or a series of evenings to go to the library, sit in a classroom and be instructed on something as esoteric as information literacy.

Teach me about writing a will? Fine.
Teach me how to avoid a propaganda rabbit hole?
That’s not going to happen to me, so why waste my time?
Besides, I hated school
and I have no desire to sit in a classroom again.

Social media is a viable option. It reaches the community in their spare time wherever they happen to be, even if it’s just the 15 minutes they’re on the bus to the train station or waiting for their daughter to get out of soccer practice. It’s interactive so it can take advantage of basic pedagogical principles, and it can be entertaining so it keeps them engaged.

Social Media Marketing: Using Your Library Outreach Budget Effectively

In the age of COVID, libraries have turned increasingly to social media to get the word out about ongoing activities. Patrons are no longer coming into the library building, so how do we tell them about all the stuff going on in virtual library space? A small social media marketing budget can increase the effectiveness of outreach by over 1,000%. This post presents a simple case study of inexpensive, effective social media marketing that can be applied to most public and academic libraries.

Many libraries have turned to Facebook (FB) posts to announce events, programs and services. We must ask, however, are libraries really reaching their patrons by merely posting their announcements on Facebook?

Illustration of how to estimate the number of Facebook users in a communityIf a library serves a community of 50,000 residents, maybe 1,000 (2%) of them follow the library on FB. Worse (and many libraries don’t realize this) few FB posts reach even half of the people who follow the library. In fact, in most cases a library is lucky if any given post reaches 20% of its FB followers.

How to Estimate reach of Unboosted Facebook PostGiven that math, in a community of 50,000 people, only 200 (0.4%) residents will see any given post. If a library announces a big event, such as an interactive webinar on keeping kids engaged with school during the pandemic, the library will reach only a tiny percentage of the community with its announcement. Furthermore, many of those who are reached may not be parents of elementary school age kids. If a third of the people reached by the post are too young or too old to have children, out of 50,000 residents only about 80 people who might possibly be interested will see the announcement.

What if there were a way to reach many more interested residents for as little as $50 per week?

Targeted boosting of Facebook posts is a possible solution. Targeted boosting on FB allows libraries to make sure that community residents meeting selected demographic characteristics see library posts. The boost for each post can be targeted differently depending on the audience for the library service being promoted.

For example, I advised NCC Japan on how to improve their outreach to their approximately 750 FB followers. NCC Japan works with Japan Studies scholars and librarians in the USA and Japan to find and exchange academic resources. People who know about NCC are enthusiastic about its services but not all know the full gamut of services available through NCC. Typically, each FB post reached only 100 to 125 followers.

In NCC Japan’s case, for $2 per day over a five day period in April 2020, we boosted one FB post. Doing so made sure that the post reached 538of their 750 Facebook followers who logged onto Facebook during those five days. By boosting this post we more than quadrupled the reach.

I also advised NCC Japan to boost some of their posts to Facebook users who had never heard of NCC before but might be interested in its programs and content.

How to estimate the reach of a targeted boosted post.For $10 per day over a five day period, NCC Japan boosted a post to reach more than 17,000 Facebook users who were selected based on geography,  education, profession and academic interest. None of the 17,000 who saw the boosted NCC FB post were current followers of NCC. Over 700 people engaged with the post, clicking through to NCC Japan’s FB page, and many became NCC FB followers. Even those who did not engage with the ad at least had NCC’s name and logo presented to them, which will make them more receptive to future NCC boosted posts.

One time advertisements are usually not enough to attract all the possible people who might be interested in a particular library program or event. However, each boosted FB post will reach far more of those people than a post that is not boosted, especially if the objective is to reach people who are not currently engaging with the library but could be. Over time, more of those unengaged community members will become engaged community members.

If libraries consider the labor and other resource costs that are spent on programs, dedicating a small budget to promoting greater awareness of and participation in events and programs is an excellent investment. If it costs $500 to organize an event and 100 people attend, the cost is $5 per person. If a $50 promotional budget is added and 10 more people attend, the cost per person is still $5, but 10 more people have participated. If more than 10 additional people participate, the cost per person begins to shrink. Furthermore, of course, when new people attend an event, it is possible to promote additional events and get them even more involved in the library.

It is not enough to simply post on social media. It must be done effectively. One of the remarkable things about social media marketing is just how inexpensive it is. Effective social media marketing simply requires a small budget, some expertise and practice.


1. These are gross estimates that will vary dramatically from community to community. A little research should produce more accurate figures for any given community.

2. Pew Research. 2019. https://www.pewresearch.org/fact-tank/2019/05/16/facts-about-americans-and-facebook/

3. IBID

4. US Census. 2019. QuickFacts United States. https://www.census.gov/quickfacts/fact/table/US/PST045219 Accessed Jan 12, 2021

5. Act for Youth. U.S. Teen Demographics. http://actforyouth.net/adolescence/demographics/ Accessed Jan 12, 2021

Marketing: Libraries Shouldn’t Spend a Nickel Without It

Marketing is not about being heard and understood. Marketing is about asking, listening and understanding.

Look at the job descriptions for marketing positions at many libraries and you will see requirements for experience with social media, press releases, and brochure, poster and signage design. Unfortunately, that is not marketing. Those activities are for creative design and outreach professionals, not marketers.

Libraries already do a good deal of casual marketing. For example, they talk to their patrons regularly and they have all kinds of data on how many times patrons checked out any given book over any time frame you can imagine. Unfortunately, information collected this way is difficult to analyze systematically and much of it cannot readily be shared with others for action. It’s also limited to people who are already visiting the library regularly, often leaving out over 50% of the community.

Using only those sources, a library has trouble answering the following questions: 

    • Who in the community is not coming to the library? And why?
    • How do different groups in the community go about finding information instead of coming to the library?
    • Which media are most effective in reaching current – and potential – patrons?
    • If the library had x-number of people turn out for an event, is that a good result or a terrible result?

Marketing is the tool libraries use to discover stuff they don’t know. This “stuff” includes patrons that the librarians have never met, needs and interests of current patrons that the patrons have never talked about, and the answers to the question: Why do some members of the community never in their entire lives walk through the doors of a library? In addition, marketing can provide insights (other than instinct) in how to effectively resolve those questions.

Finally, marketing spots trends and changes in behavior before they catch the library by surprise. 

Marketing means understanding patrons first, so the library can build collections and design services that meet the needs and interests of the patrons. And then, last but not least, marketing allows libraries to reach out to patrons effectively to tell them how the library meets their needs and satisfies their interests so they will come to the library.

Marketing identifies possibilities so librarians can turn them into realities.

Before any of those creative and outreach projects described in the job description at the beginning of this post can be completed successfully, libraries need to learn a good deal about their current patrons and the people in the community who do not yet visit the library regularly but should.

What is the Role of a Library in a Pandemic?

The fundamental mission around which everything a library does is the accumulation and dissemination of information for its community.

A secondary objective of a library is to provide a certain amount of entertainment. 

We can debate the details of these assertions at another time, but if you grant me that “accumulation and dissemination of information” is at least a fundamental mission of all libraries, we can continue.

We can also assume that people need information and entertainment to survive an emergency, especially a pandemic. They need information so they know what to do – how to respond to the pandemic – and they need to have confidence in that information so they do not panic. In addition, community members need entertainment so they can survive emotionally as well as physically.

Finally, let us take as a given that in a pandemic, library buildings will close. In the current pandemic, many states have ordered libraries to close their doors. Many libraries in other states have voluntarily curtailed in-building operations.

Does closing the building mean that libraries have to cease operations? Of course not. That’s absurd. Libraries can still offer much of what makes libraries libraries through online services. It takes some adaptation, to be sure, but it can be done. 

I have listed below some ideas of what a library can do while it is still “open for business” even while the library building is closed.

1. Communicate library activities to the community. This can and should be done aggressively by all means available. 

    • The cheapest and easiest way to let the community know what a library is doing is to post it on the library’s web site! Use basic marketing principles around placement and messaging (do not, for example, have a message that says “the library is closed until further notice” right next to a message that says “come to these online meetings.” From the patron’s point of view, that’s very confusing. The building may be closed, but the library is open. It’s that simple.
    • Facebook is a great way to get word out to much of the community. For a few dollars (literally about $10), it is possible to put announcements that “The Building is Closed, But the Library is Still Open” in front of thousands of community members who are stuck at home browsing Facebook. Direct them to your Facebook page and your web site where they can find out all the other details.
    • The visual nature of Instagram makes it a tool good for generating interest in and excitement about library activities.
    • Email is also cheap. Send a note to members about changes to policy (due dates have been extended, blocked cards have been unblocked, etc) and in the same email, tell them about all the things going on at the library. Get patrons to sign up for a monthly newsletter that provides updates on past and upcoming activities. Send out a vibrant, low text, high-imagery newsletter sharing past and upcoming events.
    • Newspapers are still being published, online and in print. Make the library a story and get the newspaper to cover it (both online and in print!).
    • Have the mayor and other public officials mention in their announcements that the library is still functioning online and encourage community members to visit the library’s home page for information about resources and activities that are available.

2. Move book clubs and other groups online. Don’t cancel anything! GoToMeeting, WebEx, and Zoom are just three of multiple online meeting services available to libraries that make virtual meetings possible. I belong to a literary group at my neighborhood library. We don’t read specific books each month, we talk about different genres and aspects of literature. The average age of members may well be around 60, but everyone quickly learned how to participate using a virtual meeting tool and everyone has been grateful to have the human contact during the stay-at-home period. It’s possible to chat while knitting in a virtual meeting. ESL sessions can be conducted online. Even chess is possible. D&D would be easy. Perhaps board games would be a challenge.

3. Add (online) events. Take advantage of online resources to add events, especially for kids. Pandemics – any emergency requiring people to stay home – are especially hard on kids and parents with small children. The more events you have that can keep kids entertained, the happier the kids will be – and the happier the parents will be that they have an active and supportive library. I know a librarian who organized an art group for teens that produced spectacular imagery. Another library added reader’s advisory services via FB in which a librarian would interact with multiple patrons looking for books to read.

4. Expand existing online services. When people are stuck at home, unable to go to theaters or the gym, they look to the internet for services. Some need more variety than what is available through paid services. Others simply can’t afford them. Most libraries have access to magazines, ebooks, and streaming video. These can all be expanded. Team up with other libraries through the county or state or the ALA to negotiate for greater availability of titles and less restrictive limits on the number and length of time digital assets can be accessed.

5. Expand internet access services. Libraries are often the primary source for internet access for students and adults who do not have high speed internet access at home. They made need access to broadband internet access through the library just to access the library’s online services, but they are also likely to need it for school or work, not to mention entertainment. Even when the library is closed, the library can facilitate internet access by

    • Extending WiFi services deep into the parking lot. If patrons have access to a car, they can sit in the parking lot and use the internet.
    • Lending WiFi hot spots. Obviously, anything that is being lent by the library requires the object be moved from the library to the patron, which can be an infection transmission mechanism. However, if the sterilization procedures can be worked out, libraries that can lend WiFi hot spots to patrons will do a great favor to high school students preparing for college (or college students trying to wrap up courses for graduation).

6. Provide community updates. People want and need to know what’s going on. Cable news and even regional newspapers are pretty good at covering state and national news. But what about local news and information that provide actionable knowledge to residents? Often it comes from many sources. Often community members only get part of the news they need. The library should consolidate it on their web site. No commentary. No editing. Just post it.

    • Updates from the mayor’s office.
    • Notices and updates from the police department.
    • Updates from the county health department.
    • Anything else that applies directly to the decisions being made by community members such as:
      • Testing locations.
      • Lists of businesses providing curbside pickup.
      • News about non-library community activities.
      • Stories about good-deeds in the community.
      • Stories about scams or people abusing the crisis.

7. Post information on the disease (or other emergency). Find basic, factual, non-Wikipedia sources of information about the disease, how it spreads, where it came from, what it does inside our bodies, etc. Libraries should NOT attempt to digest this information and write their own material about it. Instead, create a reading list of magazine and journal articles, books, videos (lots of videos), and webinars, all of which should be available through the library, with links for ready access. Librarians should use all of their information literacy skills to sift through the available information to find the most current, reliable information. Be sure that the information is in a form the library’s community can readily digest – the latest peer reviewed journal article in Lancet on the way the virus affects protein replication in lung cells may be useful to a practicing physician, but it will not help an accountant or a mom understand what they are facing. The library may want to break out the information according to age group so parents can share (and learn) with their children.

Remember, it’s all about the patrons. Don’t forget who your patrons are. If you have a large Spanish or Mandarin speaking community, be sure to offer these services in Spanish or Chinese as well. In many ways, these communities are the most shut off from reliable information and will depend upon the services of the library more than majority language communities.

Stay in touch with the community. While the building is closed, direct person-to-person contact with the community may be curtailed. The library staff, especially the executive director and the department heads, need to stay in touch with members of the community to identify needs the library can fill and or things that it could do better.

In a pandemic, as in any emergency, access to current, reliable information is essential for productive debate and coordinated, unified public response. Make the library what it is supposed to be: A center for reliable information for the community it serves.

Author’s note: This blog post is dated in mid-May 2020. However, it draws extensively on conversations held over the last five years in which I asked, “What is the role of a library in an emergency (such as a blizzard)?” Beginning a year ago, influenced by years of exposure to Bill Gates’ warnings about the likelihood of a global pandemic, I refined that question to “What would the role of a library be in a pandemic?” In early February of 2020, as reports of the Chinese COVID-19 outbreak spreading to other countries began appearing in the news, I proposed to the library where I worked that we begin a basic information campaign around flu avoidance (washing hands, coughing into sleeves, etc). Then in early March of 2020, as reports of the virus in Washington State and New York City appeared in the news, I asked my pandemic question of a group of library leadership graduate students at Rutgers University. In the Rutgers discussion and in the conversations last year about the role of libraries in a pandemic, I proposed many of the ideas presented here. Of course, I got lots of thoughtful feedback then and I welcome more thoughtful comments here now.

Is SciFi Dead? Putting a Prediction to Rest

When Spaceballs, the epic comic parody based on Star Wars, came out in 1987, a little known and now forgotten film critic announced that Spaceballs signaled the demise of science fiction film as a genre.  His logic was as follows: The appearance of a comic parody 10 years after the original film release could only mean that science fiction had little new to offer.  In short, the genre was doomed, strangled in a dead end by a dearth of original material.

Yet here we are almost 30 years later, and last year (2015) over 30 feature length science fiction films were released into the American film market.  True, some of them (eg: Jupiter Ascending, Pixels, and Hot Tub Time Machine 2) were horrible – or simply silly – with little social, technical, creative, or artistic merit.  Others (eg: Jurassic World and Terminator Genesis) could only be explained as money machines drawing on the reboot of established SciFi brands.  SciFi films for the summer of 2016 had similar problems; Star Trek: Beyond, Independence Day: Resurgence, and Ghostbusters are all largely considered flops despite famous heritage.  Looking only at these films, one might agree with the critic’s accusation that science fiction was out of material.

But lets take a closer look, especially at 2015 for which we have a full year of films – including the important Thanksgiving and year-end moviegoing weekends.  Several science fiction movies released in 2015 were well worth seeing, and still others were seriously good movies.

So what makes a “seriously good” science fiction movie?

+ Craftsmanship: A seriously good movie must meet high standards for story, acting, script, special effects, and other basic mechanics of a movie.

+ More than Entertainment:  A seriously good movie needs to be thought provoking.  In particular, it should look at social, political, or scientific issues.  Alternatively, the movie can inspire us to improve the world we live in – or will live in.

+ Plausibility: Finally, viewers must walk away from a seriously good movie believing that what they have just seen is possible.

Unfortunately, the plausibility requirement automatically excludes some long time favorite SciFi movies from consideration as “seriously good,” but movies that get all the craftsmanship elements right are well worth seeing and we have plenty of them in our sample of 2015 movies.  Star Wars VII: The Force Awakens and Mad Max: Fury Road fall into this category.  These movies are both entertaining and engrossing; they can be as much fun as a two hour roller coaster ride.

2015 saw several commendable efforts that went beyond entertainment.  For example, both Tomorrowland and Hunger Games benefit from having underlying themes that are more important than plot and almost as important as the special effects.  Both movies are arguably more than raw entertainment.  Both, however, lack plausibility, both succumb to Hollywood desire for flash, and Tomorrowland additionally suffers from weak craftsmanship – predictability and a somewhat obvious lecturing tone.  Besides, it doesn’t take long to find other 2015 SciFi movies that are worth seeing – depending on your tolerance for foul language (Chappie) or your patience with familiar concepts (Self/less).

Of the 2015 crop of SciFi movies, the ones that meet all the criteria and qualify as “seriously good” are Ex Machina and The Martian

Tension builds steadily in Ex Machina, but you won’t find any explosions and little gore in this low key film.  The movie is sexy but shows no sex.  The special effects are seamless and (along with the sexiness) serve the tragic plot line and the underlying messaging.  If you haven’t seen Ex Machina, put it at the top of your list.

The Martian, unlike Ex Machina, wants very badly to be a blockbuster film, and in the end it caves to the shallow demands of Hollywood to serve up a thoroughly unplausable climax.  Up to the very end, however, The Martian largely adheres to good science, good film craftsmanship, plausibility, and thoroughly entertaining storytelling.  If you’re a science fiction fan, you’ve undoubtedly already seen The Martian, but it’s worth seeing twice.  If you aren’t a science fiction fan, you’re still likely to enjoy The Martian.  Either way, just close your eyes at the end.

With movies like Ex Machina and The Martian, science fiction has shown that it is far from dead as a film genre.  If anything, SciFi is gaining strength.

As humankind becomes more confident of the future and of our own ability to shape it, good science fiction helps us imagine the science, technology, and social changes that are possible.  We can investigate both the outcomes that we want to avoid and the opportunities that we want to embrace.  Science fiction is far from dead.  More people embrace seriously good science fiction than ever before.  We just have to hope that Hollywood – or someone – will make the movies.

How Good is the Augmented Reality in Pokémon GO?

For those who have already played Pokémon GO and understand Augmented Reality (AR), you may skip to the next paragraph.  For those who have not or do not, Pokémon GO features real time insertion of animated images (creatures called Pokémon) into a live video stream that comes through the camera lens on your smart phone.  Point your camera lens at a the sidewalk in front of you and, if the software expects a Pokémon to be in that geography, you’ll see it on your screen even though you don’t see it when you look directly at the sidewalk.

Outside of Pokémon GO, you can find a number of examples of excellent AR implementations on contemporary TV, especially in sports broadcasts.  That yellow first down line you see in American football games?  Yup, that’s great AR.  It moves with the field when the camera pans, tilts, or zooms and it disappears behind players when they walk over it.  It really does look like there’s a yellow line painted on the field.  But if you think about it, you know the line is not really there.  No one in the stadium can see it – only people watching the live TV broadcast.

You know those ads on the wall behind home plate during The World Series?  Yup.  Those, too, are artificially inserted.  In fact, depending on where you are in the world, you’ll see different ads.  And they exhibit the same characteristics as the yellow first down line: they stick with the field when the camera pans, tilts, or zooms and they disappear behind anyone who walks in front of them.

The math and the video technology behind those two examples of AR would blow your mind.   Watch for more AR this summer during the Olympics.  You’ll notice that all these AR implementations exhibit the same three characteristics (in order of technical difficulty):

1. A graphic image, sometimes animated, is inserted into a live video stream.

2. The image seems to move with its “real world” surroundings, whether the real world surroundings consists of an American football field, a wall in a baseball stadium, or (in the Olympics) the bottom of a pool.

3. The inserted image disappears behind any object that passes between the camera lens and the place where the inserted image is supposed to be – including batters, catchers, and umpires in a baseball game or referees and players in a football game.

But what about Pokémon GO?IMG_8803

The AR software used in Pokémon GO is very cool and exciting, but it’s also pretty basic.  It only really manages the first of the three features mentioned above, and it’s the easiest one.  It also partially manages the second characteristic.  The Pokémon are inserted into the video stream when you point your camera in the direction of the Pokémon, but the Pokémon doesn’t move with the “real world” very smoothly.  If you tilt, pan, or zoom your camera, the Pokémon moves around fairly wildly and doesn’t give a very good illusion of actually being part of the “real world” surrounding it.

IMG_8805The third and most difficult characteristic of AR, of course, isn’t implemented at all in Pokémon GO.  If you find a Pokémon and, while viewing it through your camera lens, pass your hand between the lens and the Pokémon, the “real world” surrounding the Pokémon will disappear behind your hand, but the Pokémon will not (see the accompanying image).  The same thing applies if a friend, a car, or a passing dog comes between your phone and the Pokémon: the world disappears behind the new object but the Pokémon does not.

There’s no doubt about it: Pokémon GO has brought augmented reality into everyday life and made it fun for millions of people.  As video processing power on mobile devices improves and more games take advantage of AR (which they will) the AR implementation will improve and we’ll see better integration of the artificial images with the surrounding environment – and they’ll begin to disappear behind intervening objects.  For now, although the Pokémon GO implementation is far from ideal, “Progress over Perfection.”

Augmented vs Virtual Reality: Contrasting Technologies and Tools

While both augmented reality (AR) and virtual reality (VR) may use computing power, they use very different applications to achieve their ends.

Ok. Time to get the boring stuff out of the way…

First, a quick note on the distinction between AR and VR.

VR is the complete replacement of the real world with an artificial world.  At this time, VR usually replaces only visual and auditory input, but VR fans and businesses are increasingly incorporating artificial stimuli for other senses, especially balance (motion detection), touch, and smell, to make ever more complete virtual realities.

AR, on the other hand, is the artificial, seamless, and dynamic integration of new content into, or removal of existing content from, perceptions of the real world.  AR is most commonly seen in sports broadcasts, such as the yellow first down line in American football games, national flags in the lanes of swimmers and runners in the Olympics, and advertisements on the wall behind home plate in baseball games.  These augmentations of reality are so convincing that most TV viewers do not realize that they are artificially inserted.

Now for a small surprise…

Considering these two descriptions, one might assume that VR is much harder to implement than AR.  After all, VR has to replace all that visual and auditory input.  In fact, however, AR requires much more sophisticated programming and consumes more computing horsepower.

It turns out that recognizing and tracking a range of objects in the real world requires powerful, very fast computing.  The vast majority of computing power in augmented reality is consumed in identifying and tracking reality.  The insertion and removal of content, on the other hand, is relatively simple (other than occlusion, which is hard and discussed later).

Seeing something is not the same as recognizing it…

Human vision can identify all kinds of complex objects, distinguishing objects with only small apparent differences.  It’s useful, for example, to be able to tell your spouse from everyone else of the same gender with the same color hair, skin, and eyes (and let’s face it, there are a lot of people out there who are the same in those respects).

Computer vision still has a hard time even recognizing a large number of random, individual objects.  Specialized software exists for facial recognition and is used routinely by Facebook, iPhoto, and other applications, but to work reliably the camera angles and lighting have to be consistent.  Artificial intelligence (AI) that can generalize facial recognition skills into recognizing everything from sofas to automobiles and distinguishing between different kinds of sofas and automobiles has not yet made it into the public domain.

For now, AR must, therefore, settle for recognizing a few, clearly defined and pre-programmed objects: lines on a football field, or the blank green box behind home plate in a baseball stadium, for example.

As a further complication, with augmented reality, the developer has to allow for the nearly infinite array of variables that the “real world” could throw at his program, from shifting light, to varying camera angles, to falling rain, to a van partially obscuring a sign or the front of a building (making it unrecognizable to the AR application).

This is the point at which virtual reality programming becomes much easier than augmented reality.  In virtual reality, everything is known so all changes are understood.  If a van partially obscures the front of a building in a virtual world, the program knows about it because the van and the front of the building are both part of the virtual world created by the program.  If it starts to rain, or it snows, or a thick blanket of fog changes objects from clearly defined images into ghostly shadows, the program still knows what they are and how they will behave because the weather and the objects are part of the program.

Even the apparently random movements of a player controlled object in a virtual world are completely known to the program because, although the commands that result in the random movement come from an external source (the human), the program makes the changes in the player controlled object in the virtual world and thus knows how the object is changing or moving in the virtual world.

Believe it or not, it gets harder…

One of the big problems in augmented reality is determining whether a real world object is in front of or behind an augmented reality object.  For example, let’s assume you are watching a digital zombie walking down a sidewalk in a crowded city using a smartphone to do the appropriate digital insertion of the zombie.  Some of the (real) pedestrians will be behind the zombie and some will be in front of it.  Of course, the zombie must obscure the pedestrians behind it and the pedestrians in front of the zombie must obscure the zombie.  This is known as occlusion: objects in front hiding (or partially hiding) objects in back.

Right now, smartphones are far too dumb to handle occlusion, and, if the AR application chooses the wrong object to put in front, the results are visually very disturbing.  Therefore, AR apps on smartphones are learning the tracking piece, but have yet to make a serious attempt at occlusion, which means all of today’s AR digital insertions on smartphones and tablets float on top of the real world instead of integrating into it.

In the case of virtual reality, again, the program knows where each object is as well as the viewing angle, so, while the graphic rendering involved in having one object disappear behind another object and then reappear on the other side may not be easy, the harder process of identifying which object is in front of which is already solved.

Another big problem for AR is camera movement.  Let’s again imagine that digital zombie walking down a crowded city street.  Assume we have solved the problem of making people behind him disappear behind him and people passing in front of him causing him to disappear behind them.  The zombie is staggering down the sidewalk.  Each step, his foot lands on the pavement and plants itself relatively firmly in place while he lurches forward with the other foot.

Now start to move the camera with him.  Remember, he’s being inserted into the image seen through a camera.  Normally, the zombie will move with the camera, which means it looks like his feet are sliding along the pavement.  Or floating above the pavement.

So we have a new problem.  We have to be able to track changes in the camera view.  Cameras typically pan, tilt, and zoom.  They can also roll sideways, rise higher, or drop lower.  As the camera moves, the software that is inserting the digital zombie must know how to lock that zombie’s foot onto the ground so he moves with the “real world” environment, not with the camera motion.  This means precisely tracking the changes in the viewing angle, direction, and distance of the real world environment in which the digital zombie is moving.

In addition, the AR application has to change the angle and lighting for the digital zombie, making the zombie smaller or bigger as the camera either moves closer (zooms in) or moves away (zooms out) and shifting from a front view to a back view as the camera moves from in front of the zombie to behind the zombie, all of which is known and understood principally from analyzing the surrounding real world environment, a process that, at this juncture, even very smart computers find hard to do and smartphones find incomprehensible.

And then there’s lighting: Imagine an airplane or a cloud passing over the zombie and the city street.  The sidewalk, pedestrians, and litter blowing in the breeze are all briefly in shadow.  What happens to the digitally inserted zombie?  It would look very strange indeed if the AR app didn’t appropriately change the lighting on the zombie.

Keep in mind that the human eye/brain combination is trained and practiced at doing this routinely without effort.

Back to virtual worlds for a moment: If the zombie were in a virtual world, the software simply renders both the changes in the zombie viewing angle and the changes in the surrounding environment at the same time in the same way.

An interesting side note – one advantage that computers and AR have over the real world and vision: While it will take computers (especially mobile devices) decades to match the processing power of your average dog’s visual cortex, when it comes to augmenting reality, computers have access to information that dogs, let alone humans, will probably never access directly: gps data.

Here’s a thought experiment: Blindfold a human being, load him into a car for an hour long drive down winding roads, followed by an airplane ride of another hour, and then another car ride for a few hours.  Now take off the blindfold.  Unless the person has previously visited his new location and has a visual memory of it, he will have no idea where he is.

Now rewind back to the beginning of the experiment.  Put an iPhone in the pocket of that same blindfolded person and take him through the same confusing route.  Odds are that within a few seconds of taking the iPhone out of his pocket and turning it on, the iPhone will know with an accuracy level of a few feet where in the world the traveler has arrived and can display it to him on a built in mapping service.  It can even tell which way he is pointing the device.

AR applications often take advantage of gps systems to identify where they are and what buildings, streets, and businesses are nearby.  However, gps systems are not yet precise enough to plant a digital zombie’s feet on a real world sidewalk and zoom, pan, tilt, or roll past him as he staggers and lurches towards his next victim.

Even with the help of real world gps systems, AR is obviously harder computationally than VR.  True AR properly done has to recognize objects, appropriately occlude foreground and background objects, and keep digitally inserted objects tied to changes in the environment regardless of the camera angle or movement.

Revolution vs Evolution in Innovation

One useful way of analyzing the concept and processes of innovation is to make a distinction between Revolutionary and Evolutionary Innovation.  Both are valid and both produce excellent results.  But each is better suited to a different environment and, unfortunately, it’s not clear which produces better results.

Revolutionary Innovation

Revolutionary Innovation seeks to adapt the world to new ideas.

Revolutionary innovation is the type we see and hear about most in United Statese.  On the one hand, it can quickly make available wondrous new products and services.  On the other, it is disruptive and expensive, and it produces unpredictable outcomes.  Revolutionary Innovation requires large pools of highly risk-tolerant investors who are prepared to make large capital investments to try something completely new, and those investors require, in turn, very large returns for the few major successes that they come across.

Diversity and high levels of education are essential ingredients of revolutionary innovation.  Entrepreneurs and investors are much more likely to develop wholly new approaches to business and technology if their day-to-day experiences include exposure to and stimulation by a host of differences in thinking and working, and if they have both the training and the intellectual capacity to act on new ideas.

Unsurprisingly, heroic role-models and celebration of the individual are conducive to revolutionary innovation.  A social system that admires game-changers like Bill Gates, Steve Jobs, and Jeff Bezos is likely to produce a large number of aspirants trying to achieve the same glory.

Digital photography is an excellent example of revolutionary innovation.  It changed the way people take, share, and use pictures, destroying an entire ecosystem of companies from local camera stores to giant manufacturing companies like Kodak.  It also made possible whole new business models: Facebook would not exist on the scale it does today without digital photography.

Evolutionary Innovation

Evolutionary Innovation seeks to adapt new ideas to the existing world.

Evolutionary innovation dominates in countries like Japan, but it is also broadly followed in most very large corporations, regardless of their national heritage.  Evolutionary innovation tends to be incremental in nature and less expensive to develop than revolutionary innovation.  Evolutionary innovation focuses on preserving or gradually changing existing fundamentals, including people, product, and business relationships.  Because the changes tend to be smaller, investment in evolutionary innovation tends to be smaller, and because the destruction wrought by evolutionary innovation tends to be less dramatic and spread over a longer time frame, the costs, both in terms of dollars and in terms social and business disruption, tend to be smaller as well.

In part because the consequences of failure are smaller, evolutionary innovation also dispenses with risk takers and the need for big rewards, diversity in thinking and practice, and lionized role models.

The automobile companies of Japan, especially Toyota, exemplify evolutionary innovation.  Through a steady stream of small changes in manufacturing, design, distribution, support, and integrated technologies, Japanese auto makers quietly achieved the goal that all Silicon Valley and Silicon Alley entrepreneurs say they aspire to but rarely reach: World Domination.

Revolutionary vs Evolutionary: Which is Better?

There’s no easy answer to which is better, revolutionary innovation or evolutionary innovation.  Evolutionary innovation is clearly more boring, but it’s also more secure because it’s more predictable and manageable.

Companies and economies that rely on evolutionary innovation need to keep that innovation coming at a rapid rate or they will get left behind by someone else’s innovations.  Similarly, no matter how quickly they may innovate in many small ways, evolutionary innovators are subject to game changers from the revolutionary innovators.  As mentioned earlier, evolution is less expensive, both on the development side and on the consequences side, but entrenched interests, which tend to emerge when evolutionary innovation dominates, can stifle changes and improvements that are desired by and in the best interest of the majority in favor of smaller or entirely different changes and improvements that are in their own best interests.

In the long run, businesses and economies probably benefit from having a combination of both forms of innovation, which means having the social and economic infrastructure to support both.