Year: 2008

PowerPoint. People either love it or hate it. There is no doubt that Powerpoint has had an influence on the world — but is it a positive one or a negative one? And who decides?

Here’s what the experts say:

The case for evil:
Edward Tufte, information design expert and author of several books on the subject, recently wrote an article excoriating PowerPoint in Wired magazine, entitled PowerPoint is Evil. In it, Tufte compared PowerPoint to tools of propaganda and control:

“PowerPoint’s pushy style seeks to set up a speaker’s dominance over the audience. The speaker, after all, is making power points with bullets to followers. Could any metaphor be worse? Voicemail menu systems? Billboards? Television? Stalin?”

He goes on to make the argument that statistical data should be presented in one slide as opposed to several:

“When information is stacked in time, it is difficult to understand context and evaluate relationships. Visual reasoning usually works more effectively when relevant information is shown side by side. Often, the more intense the detail, the greater the clarity and understanding. This is especially so for statistical data, where the fundamental analytical act is to make comparisons.”

The case for good:
Donald A. Norman, former Apple Fellow and author of The Design of Everyday Things, responds in defense of PowerPoint:

“Tufte is a statistician and I suspect that for him, nothing could be more delightful than a graph or chart which can capture the interest for hours, where each new perusal yields even more information. I agree that this is a marvelous outcome, but primarily for readers, for people sitting in comfortable chairs, with good light and perhaps a writing pad. For people with a lot of time to spend, to think, to ponder. This is not what happens within a talk. Present a rich and complex slide and the viewer is lost. By the time they have figured out the slide, the speaker is off on some other topic.”

PowerPoint, true to its name, is a powerful tool. It can be used for good or evil and it can certainly be misused. Abuse of the tool is so common that it has become synonymous with the tool itself: Peter Norvig’s excellent satire, The Gettysburg Address as a PowerPoint Presentation, makes the case especially well.

But who’s to blame?
Should we condemn the tool because people misuse it? We can’t in good conscience blame the tool or the well-intentioned people who try to use it. They are simply following the guidelines, templates and wizards within PowerPoint.

“Wait a second!” you say. If PowerPoint is neither good nor evil, and the people who use it have good intentions and are trying their best, why are there so many terrible PowerPoints out there? Who’s fault is it?

It’s the wizards.

The wizards and templates within PowerPoint lead us astray. PowerPoint is a visual tool, yet the default setup is text with bullet points. Most of the “design” templates are cluttered or badly designed. The content wizards serve up bland, bullet-point-ridden generic outlines and seem to “autochoose” the ugliest design templates available.

They coach us towards bullet points, chartjunk, “meeting by template” and a thousand other “deaths by PowerPoint.” Microsoft makes great tools but when they try to deliver content they seem to fail. A more successful strategy seems to be partnering with content providers as they did with MSNBC.

Wizards, like consultants, come in all flavors, and the ones that dwell in PowerPoint are particularly capricious and not to be trusted. Follow their advice at your peril.

Presentations need an overhaul. I don’t mean your PowerPoint or your presentation style; I mean our cultural approach to presenting. We need to take another look at it.

Question: What is the purpose of the presentation?

The overt purpose is to educate and inform

The covert purpose is to reinforce the status of the expert and remind the audience that they are not competent to solve their own problems.

I submit that in the information age the traditional presentation model needs to change from

presenter>audience to

host<>guests.

Ideas don’t evolve in a vacuum and they don’t generally flow in one direction.

Our current paradigm is based on a preacher model. An authority figure stands at the front of the room and lectures the class for forty minutes and then takes questions from the audience. Presentation styles vary but more or less they all follow this model.

Nearly every one of XPLANE’s customers already has the expertise they need to solve their problems. They don’t need more experts in the traditional sense — they need people who can help them find, develop and share the best practices and experts within their own organizations. They don’t need more wizards and consultants; they need to improve their communication flows.

We need fewer presentations and more conversations.

We need to develop new approaches that allow the group to take on a greater role in the knowledge-sharing experience. Approaches that turn the traditional presenter into the host of a knowledge-sharing event, rather than an expert spouting wisdom.

Comedian, speaker and performing artist Heather Gold provides a great comparison of presentations vs. conversations in pdf form, which you can find here.

At XPLANE, we are working on some experiments in conversation, in an attempt to flesh out some new mechanisms for unleashing the knowledge and creativity of groups. We have already identified some interesting patterns and structures that have lead to powerful results. If your organization would like to host one, please let me know and we can try to design one together.

Please let me know your thoughts.

Do you design your communications or do they just kind of happen? When your communication is important — that is, when you want it to be remembered — you need to think carefully and design it to resonate with your intended audience.

Designing your communication is an iterative process. It begins at a high level, with good questions and good listening; and ends in details; constructing a presentation, document, system or user experience.

You can improve your communication by thinking about seven “C’s” of communication design: The seven C’s lay out a simple sequence which can help you start broadly and work your way down to specifics.

Here are the seven C’s, in order:

1. Context.
What’s going on? Do you understand the situation? Is there a dead elephant in the middle of the room that you’re not aware of? Ask good questions. You’ll need a clear goal before you begin to design any communication. Ask: who are you talking to and what do you want them to do?

2. Content.
Based on your goal, define a single question that your communication is designed to answer. This is the best possible measure of communication effectiveness. What do you want your audience to walk away with and remember? Once you have defined your prime question, set out to answer it. What information is required? Do you have the answer already, or do you need to search it out?

3. Components.
Before you build anything, break down your content into basic “building blocks” of content. Formulate the information into clusters and groups. What patterns emerge? How can you make the information more modular? Given your goal, what is the most fundamental unit of information? You can use index cards to break down information into modules.

4. Cuts.
This is one of the hardest parts of the process and most often neglected. People’s attention will quickly drift — they expect you to get to the point. Learn to edit. Kill your little darlings.

5. Composition.
Now it’s time to design the way you will tell your story. Think in terms of both written and visual composition. When writing; who are your main characters? How will you set up the scene? What are the goals and conflicts that will develop? How will the story reach resolution? In visual terms; where will the reader begin? How will you lead the eye around the page? In all your compositional thinking; how will you engage your audience? How will you keep them engaged? Writing it down forces you to think it through.

6. Contrast.
What are the differences that matter? Use contrast to highlight them: Big vs. little; rough vs. smooth; black vs. white. When making any point, ask, “in comparison with what?” Contrast is a trigger to the brain that says “pay attention!”

7. Consistency.
Unless you’re highlighting differences, keep things like color, fonts, spacing and type sizes consistent to avoid distracting people. Research shows that any extraneous information will detract from people’s ability to assimilate and learn.

All learning and improvement begins with action — with doing. For example, as a child you touch a hot stove.

Action leads to discovery; in this case, the discovery that the action led to pain, burning, discomfort.

Based on this discovery you design new ways of interacting with your environment.

Based on your design you do things differently. Over time this leads you closer and closer to your ideal relationship with your surroundings.

The entire process is called successive approximation.

Successive approximation is the secret sauce that makes methods like agile programming work so well.

It’s the same process that is at work when you have a conversation.

You say (do) something, and then, based on the feedback you receive (body language, facial expression, reply) you discover something, based on which you design your next utterance, etc.

Successive approximation works because, unlike many business thinking, planning and execution activities, it’s easy and natural; we do it instinctively.

In war, the first thing an army will attack is the enemy’s lines of communication. Why? Because success depends on people, who can only act on information they have received and understood.

The Internet was originally developed to enable rapid and reliable communication in times of war. Ironically, the resulting improvements in information flow have also spawned a fog of confusion. The volume of information that’s now available leaves many people overwhelmed, stressed and confused.

Advances in technology and genetics continue to change the business landscape in dramatic ways. There will be winners and losers, and businesses who can rapidly deploy understanding to their extended value chain — both inside and outside their “four walls” — will win.

Download Lines of Communication, a visual map of the complex information flows within a typical large enterprise, courtesy of your friends at XPLANE.