Only when the future arrives does the past become clear.

* * *

One hundred years ago, on April 10, 1912, the RMS Titanic left Southampton, England on a voyage for New York City. It never arrived.

Ten days later, baseball opened its newest ballpark, Fenway Park. At the time, Fenway Park had no history. No Babe Ruth, no Ted Williams, no Yaz, no Fisk, no Buckner, no Dave Roberts, no bloody sock. It was a blank slate of exciting possibilities.

* * *

In 1980, I was living in Sweden with my mom. I was 14. My dad was living in California. For the summer, my mom let me go on a plane voyage, by myself, across the Atlantic Ocean, to spend the summer with my dad. I managed to change planes at JFK Airport in New York, and not get lost. It was exciting. I felt like an adult.

* * *

On April 11, 2001, I attended a baseball game at the Oakland Coliseum between the Oakland A’s and the Seattle Mariners. It was not technically the first game of the season for the A’s, or the Mariners, or the Mariners’ new imported outfielder, Ichiro Suzuki. But in my memory, it may just as well have been. Because that was the game where Ichiro arrived.

One play — one — made us all just stop, gasp, and say, “Whoa. Whoa! This guy is something special.”

I don’t have a photographic memory, but for that one play, Ichiro throwing a laser beam from right field to third base to throw out Terrence Long, my brain has decided to make an exception.

I can still see it quite clearly in my mind. Although now, after Ichiro’s long career, it means something quite different to me than it did back then.

* * *

Yesterday afternoon, April 6, 2012, my teenage daughter decided to go out with some friends. They didn’t have any specific plans.

At some point, she and her friends decided to go see the movie Titanic 3D.

At no point, did it occur to her to contact her parents and let her know of this decision.

At 8pm, we sent her a text message. Where are you? “Oh, at the theater. The movie’s about to start.”

* * *

At no point when I was travelling across the Atlantic Ocean by myself as a 14-year-old did it occur to me to think how my mom must have felt while she was waiting for me to call and let her know I had arrived.

The whole time, she probably feared the worst. She probably feared the Titanic.

* * *

Last night, April 6, 2012, there was yet another ballgame at the Oakland Coliseum between the Oakland A’s and Seattle Mariners. It was not the first game of the season for M’s and their old imported outfielder, Ichiro Suzuki, or the A’s and their new imported outfielder, Yoenis Cespedes.

But again, it may just as well have been. For there was, again, an arrival.

Gasp. Yoenis Cespedes absolutely destroyed that baseball.

* * *

When my daughter finally arrived home, at nearly midnight, we talked.

We did not talk about Yoenis Cespedes. We did not talk about how my mom felt when I flew across the Atlantic by myself three decades ago.

I said words that will probably not be fully understood for three decades hence, when it is my daughter’s turn to say them, to her own offspring.

* * *

The world will little note, nor long remember, who won the two ballgames which marked the arrivals of Ichiro and Cespedes. But those games will span generations. Fans may not now fully appreciate what Yoenis Cespedes did last night, or what it really means. But 11 years from now, as it did 11 years ago, some new star will burst forth, and we’ll finally realize what this special night was really all about.

In between shows, I went backstage to grab some food. One of the volunteers came up to me and said, “Hey, Ken, the lighting director is looking for you.”

I wondered why. Had I screwed up? I was a rookie at operating a spotlight, it’s entirely possible that I didn’t understand something correctly during the first performance, and they wanted me to get it right for the next show. Lighting was an element of the performing arts that I had never given any thought to, until one day earlier. Now I was trying to learn on the fly: what is the meaning of quality in the field of stage lighting?

I went and found the lighting director. Fortunately, I hadn’t screwed up. “We’re adding a new transition in the second show, after the broom act, ” he explained.

* * *

“Transitions are the subtle in-between details that we as human beings actually connect with and the reasons we fall in love with something rather than simply like something.”

–Brendan Dawes

Brendan Dawes has an interesting post about transitions in design on his blog. His thought is that the transitions between states of usage is the thing that makes the difference between a product that is functional and a product that is beautiful. A commenter named Robert Turrall added an excellent example of this idea in action:

“I remember having discussions with an industrial designer a few years ago about why interior lights in cars that dim gently after you’ve closed the doors go towards the perception of the car itself. BMWs had them, as did other more expensive cars, and this was one of the features that really made the car “feel” exclusive and expensive. Other cars had lights that just switched off abruptly – and they immediately felt “cheap”, almost on the basis of this alone.”

–Robert Turrall

There is likely almost no difference in manufacturing cost between a light that turns off abruptly and a light that turns off slowly. But little details like that can be the difference between cheapness and luxury, between amateur and professional.

* * *

I have operated plenty of car lights in my time, but until a month ago, I had never laid hands on a spotlight. I was called on to operate one of the two spotlights at Circus for Arts in the Schools, an annual fundraising circus show put on by professional circus artists to raise money for arts education.

The show is the brainchild of my friend Jeff Raz, a veteran circus performer who, among other things, played the lead role in Cirque du Soleil’s Corteo, and founded the Clown Conservatory, the only full-time clown training program in the US. Jeff is very well connected in the circus industry, so he manages to get some really amazing acts to come donate their time and skills for this cause.

Jeff recruits the acts and directs the show, while his wife and my wife co-produce it. And I…well, I do whatever I’m asked to do.

* * *

“Being a father, you’re not really the star of the show, the starting pitcher, the cleanup hitter, what have you, but you may be called upon at certain times to step off the bench and into the spotlight. You don’t have the uterus or the boobs or the 500 career home runs or the 300 wins but you still might be called upon to perform a small but necessary duty successfully. You can carry a car seat out to the car. You can change a diaper half-decently. Maybe once in a while you can get the kid to sleep. You are the pinch-hitter.”

–Josh Wilker

For this year’s circus, I was asked not to step into the spotlight, but to hold onto it. The lighting director gave me a crash course in how to operate the device. (I learned that in theaters, unlike in cars, turning a spotlight on and off quickly is a signal of high quality, and doing so slowly is considered “cheating”). And then we rehearsed.

In preparations for two 75-minute shows on Sunday, we practiced for five hours on Saturday night, and then another two hours on Sunday morning. Interestingly, we did not rehearse the actual circus acts in the show. Those were simply assumed to be ready to go. For the most part, the only thing we worked on were the transitions between the acts, and between various lighting and sound cues.

* * *

A show with acrobats and clowns consists of, as Jeff Raz says, “the superhuman and the supremely human.” If you had a show with just acrobat after acrobat after acrobat, your mind would quickly become numbed by the superhuman feats of these performers. That’s where you need to bring in the clowns.

Clowns get a bum rap in today’s culture, thanks to some bad horror films and a few other choice clichés. But after being involved with this annual circus for seven years, and having seen some truly top-notch artists at work up close, I’ve really grown to appreciate the art form.

The clown’s role in a circus is not merely to make you laugh. The clown is there to serve as the transition between acts in the show. They bring equipment onto the stage, and they take it off. But perhaps most importantly, they allow your mind to continue to enjoy the superhuman nature of the acrobats by reminding you of what it is like to be a normal human, by acting “supremely human”.

* * *

The new transition was inserted following an act by Matt White, who dances with a broom reminiscent of Fred Astaire’s hat rack. As soon as the broom act was over, I needed to find the clown in the wings. The clown would then turn on a fully functioning vacuum cleaner, and I had to follow him with the spotlight as he tried to dance with the vacuum cleaner across the stage.

It’s probably the oldest clown gag in the book. The clown earnestly tries to succeed like the act before him, but focuses on the wrong element of the act to emulate. It’s not the cleaning tool that is the source of the quality in the performance.

If you or I were thrust out on a stage and told to emulate Fred Astaire, we would probably fail miserably. Not because of one huge mistake like choosing the wrong prop to dance with, but by a thousand little things that we, as amateurs, simply do not understand.

By distilling these thousand little errors into one big error, the clown points out our own human flaws: we recognize quality when we see it, but recognizing is not the same as understanding.

* * *

What a piece of work is a man! how noble in reason!
how infinite in faculty! in form and moving how
express and admirable! in action how like an angel!
in apprehension how like a god! the beauty of the
world!

– Shakespeare, Hamlet, Act II, Scene II

Wanting to succeed is human. Failing to succeed because we don’t understand the elements of quality is supremely human. Persisting through those failures until we do understand — that is what redeems us.

A good circus is not just a series of good acrobats and good clowns. It’s the two working in concert to create something greater than the sum of its parts. It’s an expression of the entire human experience, moving from the innocent curiosity of childhood to the godlike comprehension of adult mastery. The result is an uplifting feeling of possibility — that we humans can get past our lack of understanding to accomplish amazing things — that makes so many people leave the circus show with smiles on their faces.

* * *

Later that night, when we got home, my four-year-old daughter was inspired. “I’m going to put on a show!” she declared. She went into our pantry, and pulled out a mop. “Watch me! Watch me!” Then she and the mop danced in circles all around the living room.

Alva Noë has an op-ed piece in the New York Times in which he rips into the young science of neuroaesthetics:

What is striking about neuroaesthetics is not so much the fact that it has failed to produce interesting or surprising results about art, but rather the fact that no one — not the scientists, and not the artists and art historians — seem to have minded, or even noticed.

Well, I minded and I noticed, but I’m also no one. I’m not a scientist or an artist or an art historian. I did, however, attend the a few of the initial international conferences on neuroaesthetics. But even though I am deeply fascinated by the idea of understanding art through understanding the brain, I stopped going to these conferences. I felt like the neuroaesthetics community was going down the path that wasn’t going to lead anywhere that would lead to any answers I had about art (What is art? How does it work?) anytime soon.

Mr. Noë seems to have the same frustration I did with the path this science is taking. But he reaches a different conclusion from me: he basically throws up his hands and suggests it’s probably hopeless:

For these reasons, neuroscience, which looks at events in the brains of individual people and can do no more than describe and analyze them, may just be the wrong kind of empirical science for understanding art.

I think that’s mistaken. I’ll try to explain why.

An example: one conference I decided to skip looked to be about examining brain scans of people in love. I’m not sure how and if love and art are related, and I’m skeptical of the usefulness of brain scans. I failed to see how that is going to tell us anything about the mechanisms of art, so I decided not to waste my time.

I’m a computer engineer. The computer analogy to using brain scans for understanding art would be trying to reverse engineer a piece of software by looking at which disk sectors are being accessed on a hard drive when that software is running. That information is almost useless. If you want to reverse engineer anything–a brain, a computer, a piece of software, a transistor, whatever–you need to know exactly two things: the inputs, and the outputs.

If you know what the inputs are (in this case, works of art) and the outputs are (human reactions to works of art), then you can try to reverse engineer the rest. If your inputs and outputs match the original, even if your new machine works in a completely different way from the original, congratulations, you’ve reverse engineered the product.

A reverse engineering of art must begin not with a cataloging of the mechanisms of art, but of the inputs and outputs. That’s where I think the neuroaesthetics community has gone astray.

That’s not to say that an cataloging of the mechanisms of the brain isn’t useful–it is. Usually–but not always–knowing some of the mechanisms of the original product can help you figure out how to complete your reverse engineering. It can help you better categorize your inputs and outputs. But if you’re focused exclusively on understanding the mechanisms and and not on understanding the inputs and outputs, you’re not going to get anywhere.

As I said, in this field, I’m a nobody. I’m not an academic or an artist or a neuroscientist. I’m just a guy. I’m no one. But I’ve done a lot of thinking about it over these past seven years, and I’m convinced that the key to reverse engineering how art works in the brain lies in the difference between the two types of memory in the brain: declarative memories and non-declarative (or associative or procedural) memories. Understand that mechanism, and reverse engineering the rest will fall right into place.

It all seems clear and obvious to me. A neuroaesthetics community that uses an effective approach to the problem of how art works can probably give us lots of useful and interesting information. I’ve blogged about this for seven years now, I still feel as if I’m the only one who gets it. I’m not getting the idea across. I’m a lonely community of one. I was hoping that reading Daniel Kahneman’s recent book “Thinking, Fast and Slow” would shed a little light on the issue for others, but I don’t think it does. Art doesn’t really come up in his book. But the declarative/non-declarative dichotomy I’ve been talking about is pretty much the same System 1/System 2 dichotomy that Kahneman talks about–I think.

Perhaps if the professionals aren’t going to figure it out, that maybe I’ll just have to write a book myself, where I lay out the whole thing, my understanding of how it all works.

That idea scares me, though. What if I spend all that time to write that book and still nobody gets it? Or worse, I’m dead wrong about it? Hmm…

Yesterday, the San Francisco Giants opened a Giants Dugout Store in the suburb of Walnut Creek. Why is this worthy of note? Well, take a look at where this store is:

View Larger Map

That’s deep in the center of Contra Costa County, one of only two counties that are, by MLB definition, the territory of the Oakland Athletics.

That in itself wouldn’t be such a big deal if the Giants were not also making the argument that letting the Oakland A’s move to San Jose is a violation of their territorial rights to Santa Clara County, and should therefore not be allowed.

This is not the first time the Giants have stepped on the A’s turf. When the Giants won the World Series in 2010, they paraded their trophy all around the Bay Area, including two cities in Contra Costa County: Walnut Creek and Richmond. But their parading did seem to carefully avoid any city in Alameda County.

Meanwhile, though, the Giants are still resisting the A’s move into “their” territory of San Jose:

• They have created and funded a “grassroots” movement against the A’s stadium in San Jose, which just on Friday filed a lawsuit against the San Jose ballpark.
   
• For similar reasons, they have enticed their own ballpark sponsor, AT&T, who happens to own a parcel of land needed to complete the San Jose ballpark, to flat out refuse to sell that parcel at any reasonable price, thereby forcing the city to engage in a complicated eminent domain procedure to get the parcel secured.
   
• They have purchased San Jose’s minor league team, thereby doubling up on the “territorial rights” argument, and ensuring that a negotiation over compensation must be completed before the A’s can build their ballpark.
   

So what gives? Why are the Giants still behaving like territorial rights are sacred in “their” Santa Clara County, but like they don’t matter in the A’s Contra Costa County?

Perhaps the Giants Dugout Stores are a separate corporation from the Giants themselves, and are therefore not covered by the territorial rights, but if so, that’s just a legalese cover story. These two entities are tied at the hip. You know the Giants could have just said the word, and there would not have been a Giants Dugout Store in Walnut Creek.

So what’s really going on here? I can think of two explanations that make some sense. Either:

1. A swap of Contra Costa County for Santa Clara County between the Giants and the A’s is a fait accomplit. There are t’s to cross and i’s to dot, but that’s eventually going to happen. Any resistance the Giants are showing now towards the A’s moving to San Jose is all about leverage: how much money will the Giants get in compensation for the loss of their territorial rights?

   One argument for this interpretation is that the A’s themselves haven’t complained one peep about this store, and they didn’t complain about the trophy parading, either. If there was no such tacit agreement, and I were the A’s, I’d be raising holy hell about the existence of this store.
    
   Or:

2. The Giants have launched a full-out war against the A’s. They intend to do everything they can to force the A’s out of the Bay Area while they have the chance.

   In this scenario, the Walnut Creek Dugout Store is a beachhead to push the A’s out of town. They attack the A’s from the west as usual, and from this Dugout Store, they launch a propaganda campaign to weaken the A’s support from the east. And from the south, they employ every possible legal maneuver and manipulate every single sock puppet they can to prevent the A’s from moving to San Jose.

   The argument for this scenario is that this is the scenario that produces the best possible financial outcome for the Giants: the A’s leaving the Bay Area. The A’s would be stuck in the Coliseum with dwindling fan support and nowhere else to go but to some other metro area that can build a stadium for them. For the Giants shareholders to maximize the return on their investment, this is the optimal strategy to take.

In either case, though, the territorial rights argument is now over.

In the first scenario, it’s over because the Giants have given up. The Walnut Creek store is about launching a new marketing campaign to win over the new set of fans that they ‘acquire’ in exchange for the A’s moving to San Jose.

In the second scenario, then the Giants Dugout Store in Walnut Creek invalidates the whole “we just want the A’s to respect our territorial rights” argument as just bullshit. The Giants don’t really believe in, care about, or respect territorial rights at all. Instead, the Giants actually only care about pushing the A’s out of the Bay Area entirely. They want the whole Bay Area market to themselves, so they can make a lot more money when they eventually sell the team.

It was former A’s owner Walter Haas who let the Giants have Santa Clara County in the first place, when the Giants were trying to build a stadium down there themselves. He did that because Haas always had the bigger picture in mind: both sports and businesses do not just exist for profits alone; they are an essential part of the fabric of our communities. Anyone who walks on the UC Berkeley campus and sees the Haas name all over the place knows he believed that deeply. Capitalism works best when capitalists understand that their businesses aren’t islands unto themselves. When corporations live for profits and profits alone, you end up with people occupying Wall Street.

I’m hoping that Scenario #1 is closer to the truth than Scenario #2. It would be extremely disappointing if it wasn’t. Giants CEO Larry Baer was actually once a board member of one of the companies I helped found, and I had always respected him before. I’d like to think he, as a former Cal grad, is capable of a Haas-like vision that extends beyond just the corrosive idea that ‘maximizing shareholder value’ is the sole purpose of a corporation.

Normally, I’d just give the benefit of the doubt to the Giants, assume innocence until proven guilty, and that Scenario #1 is likely the truth. But doing so in this case requires me to believe facts not in evidence. It requires me to interpret the A’s silence as acceptance. The only facts that have been presented publicly involve the Giants aggressively moving against the A’s desires and interest, and the A’s just shutting up and taking it. I have no idea what is going on behind the scenes. So therefore, I don’t know quite how to interpret this.

The arguments are done, and the jury has the case. Is the Giants move into Walnut Creek a benign marketing play, or an act of malign selfish corporate greed? We anxiously await the verdict.

When your kids first start learning to read, it takes a lot of effort. They have to remember the sounds that each letter makes, they have to combine those sounds together, and then try to figure out what word that combination of sounds actually is. Reading, at first, is slow and almost painful process.

Then one day, you’ll be driving along in your car, and you’ll hear from the car seat in the back, “SPEED LIMIT 55″. “EXIT 25B”. “CARPOOL LANE”. And then your kids have this sudden realization:

“Oh my goodness. I can’t stop reading! I can’t stop reading everything!”

* * *

Reading the first two parts of Daniel Kahneman’s Thinking, Fast and Slow flew by for me in a flash. Part III, however, was a bit of a slog. This section covers the various ways humans fail when it comes to statistical thinking. Kahneman notes that ideas like regression to the mean are among the most difficult for human beings to grasp. Kahneman does a pretty good job simplifying the issues, but it still takes some effort to understand.

To be honest, I took a couple of naps while working through that section. The best part, though, is that Kahneman explains why statistics are so tiring to work with.

We have two systems of thought, labeled System 1 and System 2. System 1 is fast, intuitive, effortless and automatic, while System 2 is slow, deliberate, and effortful. System 2 thinking uses up a lot of mental energy. Often, that effort seems not worth the trouble, so System 2 often just lazily accepts the intuitive suggestions from System 1, and moves on.

Unless you have a lot of practice in statistics, statistical thought is entirely a function of System 2. It’s slow. It takes effort and concentration. It requires a lot of mental energy to think in a statistically accurate way. It tires us out. We take naps afterwards.

* * *

When your kids first start reading, it’s a System 2 process. It takes effort and concentration. But with practice, the System 1 gets trained to do it. System 1 is effortless and automatic. You can’t turn it off, ever. Once you learn to read, you can’t ever look at a sign again and NOT read it.

* * *

Most of us don’t encounter statistics enough in our daily lives for it to be transformed from a System 2 process to a System 1 process. For us, statistical thinking will always be a tough slog. But reading books like Kahneman’s can at least give us enough experience to recognize when proper statistical thinking is called for. When the stakes are high, we can understand just enough to say, “my gut feeling is X, but let’s run through the numbers to make sure”, instead of just accepting X.

Chapter 10 of Daniel Kahneman’s book Thinking Fast and Slow covers familiar ground to anyone who follows sports statistics. The chapter addresses two of the major mistakes humans make when dealing with statistical informtion: ignoring small sample sizes, and seeking out patterns in outcomes that are actually random chance.

At one point, he discusses the “hot hand theory”, where it is shown that basketball players do not actually have streaks where they get hot; the streaks we observe are pretty much what we would statistically expect from a random distribution of shots, given a player’s overall shooting percentage.

That, too, is familiar territory to people who follow sports statistics. But recently, I came across something new (to me, anyway) about this topic. What has been missing from the discussion is an explanation about why the outcomes of human performance is distributed randomly.

Suppose you had a very precise pitching machine. It throws the exact same pitch to the exact same location every single time. And yet, a human batter facing that machine and those pitches would not hit the ball with the exact same result each time. Why not?

You might just chalk it up to, “we’re humans, not robots.” But that’s not really an adequate explanation, is it? Which part of human mechanics introduces the randomness in our performance?

A good explanation for the randomness in our performance can be found in this Ted Talk by Daniel Wolpert. At about five minutes in, he explains that the chemical transmission of nerve signals from our brains to our muscles and back is extremely noisy.

When we use a machine metaphor to describe our bodies, we make assumptions about our systems that aren’t accurate. The signals that our bodies send aren’t nearly as clean as the electronic signals our computers send to its peripheral devices.

Think about someone you know who is hard of hearing. Or about having a conversation in a noisy restaurant. What happens in those conversations? Often you can’t hear every word, so you have to make a guess based on context as to what was actually said. You are forced to fill in the gaps with guesses based on past experience. And sometimes those guesses are wrong.

And because the noise disrupts the signals randomly, our guesses are wrong randomly. If we could somehow replace our nerves with copper wires or fiber optic cables, though, our performance failures would be reduced significantly.

I got a Kindle today, and one of the first books I bought was Thinking, Fast and Slow by Daniel Kahneman. I don’t think I’ve ever looked forward to a book more than this one, a summary of how the human mind works by the leading scientist in the field. I plan on making some notes on this book as I read it.

Here’s the first one. Yesterday, I wrote this on Twitter, about the Oakland A’s hiring of Chili Davis as their new hitting coach.

I approve of Chili Davis as A’s hitting coach, since I liked him as a player & I have no other way to know what makes a good hitting coach.

Right in the very first chapter, Kahneman discusses this kind of mental error. He describes an executive who decides to buy Ford stock because he likes Ford cars. He doesn’t take into consideration at all whether the stock is currently priced correctly.

The executive’s decision would today be described as an example of the affect heuristic, where judgments and decisions are guided directly by feelings of liking and disliking, with little deliberation or reasoning.

Kahneman goes on to explain that when we lack the skills to answer a question, what we often do is answer a different question instead. I don’t have the skills or knowledge to know whether Chili Davis would be a good hitting coach. But I know the answers to some other similar questions. Was Chili Davis a good hitter? Yes! Was Chili Davis a likable player? Yes!

So my mind naturally decides to substitute the answers for the questions I can answer for the question I can’t. And the odd thing is, we often don’t notice ourselves that we’ve performed this question substitution, so we often feel very confident in our answers, without just cause.

I feel very happy about the choice of Chili Davis as the A’s hitting coach. I feel quite confident that he will do a great job. Logically, I know that this is just a kind of cognitive illusion. But knowing how the trick works doesn’t seem to make the trick stop working. I still feel happy and confident about Chili Davis as the A’s hitting coach.

One of the things that’s prevented me from blogging more is that I haven’t spelled out the foundations of the arguments I want to make. I find myself first having to explain the foundations, which makes my articles too long and time-consuming for me to complete. So I want to spell out those things that I have come to believe first, so that I can just link to them later. Here’s the first one:

Success, in pretty much any field, is a two-step function:

1. Understand what quality is
2. Insist on it

The first is a matter of education and experience. The second is a matter of character and hard work.

If you fail, it’s usually because you fell short on one of these, or both.

Look at Steve Jobs. Jobs obviously embodied this idea. He knew what quality meant to him, and he would insist on it, even if he had to be a jerk in the process.

But quality isn’t just artistic quality. Bill Gates has also been very successful, but heavens knows that understanding artistic quality has never been among his strengths. But I’d argue that Microsoft had a different definition of quality. They defined it in terms of ubiquity. They explicitly said that their goal was to get their products on every desk in the world. And so Microsoft organized itself in such a way to achieve quality as they defined it. Nobody was better than Microsoft at making sure their products were able to get on every desk in the world. I’ve worked in the computer distribution industry and seen them at work. They’re absolute geniuses at distribution.

Understanding quality doesn’t necessarily mean a conscious understanding of quality, though. You don’t have to be able to verbally explain your definition of quality. It can be a “gut feel” of what is good and what isn’t. But if your “gut feel” of quality doesn’t correlate with actual quality, you won’t succeed.

You can also insist on quality without being a jerk like Steve Jobs. I’ll bet that the reason Steve Jobs clashed with so many people is that while he insisted on making quality products, he didn’t bother, like most other people, to insist on behaving like a quality human being. He would probably accept that trade-off. Most of the rest of us probably wouldn’t. That’s probably why there are so few Steve Jobs. Insistence is hard.

There are some things you can’t insist on. If I decided today to become a world-class soccer player, I could maybe come to understand how to do that. But I couldn’t insist on it. I’d have to go back in time to when I was about 7 years old and start practicing. It’s too late for that. When you truly understand quality you will also understand when you are incapable of achieving it.

We can feel free to dismiss or ignore people who can’t or won’t bother to understand quality, or don’t care enough about it to insist on it. I’m not physically capable, at age 45, of becoming a great soccer player. Maybe I was at age 10, but back then, I didn’t care enough about it to insist on it. Therefore, then as now, nobody bothers to write essays about my soccer skills, and nobody should. It’s not worth talking about.

Where things get really interesting are when:

• Multiple understandings of quality collide
• An environment is so new that there’s no way to know what quality is, so you have to experiment and figure it out as you go along

That’s the kind of stuff worth talking about.

There are few characters in all of literature more evil than Shakespeare’s Richard III. In the very first scene of the play, Richard comes right out and declares that he is a villain. He then proceeds to spend the rest of the play alternating between describing the evil he’s about to do, and doing that evil. He cares nothing about the damage he does to the people around him. He murders anyone who gets in his way: his enemies, his friends, his closest ally, his brother, his wife, and his two nephews–both children. He’s a monster.

Yet he’s also intelligent and, in the hands of a good actor, both charming and funny. I recently saw Kevin Spacey perform in Richard III at the Curran Theater in San Francisco. At times, Spacey’s impeccable comic timing had the audience in stitches.

It was both an amazing and a disturbing performance. The play would have no life, no value, if it were just a laundry list of evil actions. But, thanks to the genius of Shakespeare, and the talents of an accomplished actor, we find ourselves entertained by evil, impressed by evil, charmed by evil, laughing at evil, laughing with evil. We, the audience, can’t help ourselves.

What does this say about us? Does our ability to enjoy evil condemn us as evil ourselves?

* * *

What, dost thou scorn me for my gentle counsel?
And soothe the devil that I warn thee from?
O, but remember this another day,
When he shall split thy very heart with sorrow,
And say poor Margaret was a prophetess!

–Queen Margaret, in Shakespeare’s Richard III, Act I, Scene III

Only one character in Richard III recognizes from the start that Richard is a bad man: old Queen Margaret. She had suffered this kind of treachery before. But when she tells people about the evil before them, nobody chooses to consider she might be right. They dismiss her as just a crazy old lady. Nobody really wants to confront such an uncomfortable idea. And so an evil man continues to roam free, to do more damage to people’s lives.

Sound familiar?

* * *

“You manage things. You lead people. We went overboard on management and forgot about leadership.”

–Grace Hopper

Grace Hopper was one of the pioneers of computer science. She is credited with coining the computer terms “bugs” and “debugging”. One of the bugs she felt had crept into late 20th century society was that our educational institutions stopped teaching leadership, and started teaching management instead.

If you think about her quote in relation to the Penn State scandal, you can easily see how this thing went wrong. When organizations get large, when millions and billions of dollars are at stake, human beings become abstractions. People aren’t people anymore. They’re assets, or resources, or targets, or obligations, or liabilities, or potential lawsuits.

This thing at Penn State went horribly wrong because this thing became a thing. It became something to manage, an issue to deal with. And every time the buck got passed along the management chain, the issue became less person-like and more thing-like.

Penn State failed because they had management, not leadership. They had managers, not leaders. They failed because they didn’t have anyone who could tell the difference.

* * *

It’s very de-motivating to work in an environment where you can see all the brutal facts, but those in power are not confronting those brutal facts. And you want them confronted because you want to be part of something great.

–Jim Collins, on “How the Mighty Fall”, his study of how great enterprises unravel.

Evil is repulsive. So it’s natural to want to repel it, to look away, to ignore it, to hope it’s not really there, to hope it will go away. Shakespeare recognized that human behavior 500 years ago. We’re still just as human today.

But the only way to defeat evil is to not repel it too quickly. If you dismiss or rationalize away the brutal facts you face, you only displace those brutal facts temporarily. They’re still there, lurking in the background.

Wise leaders must have the courage to let that evil in, just long enough to examine it, to understand it. That’s dangerous. You don’t want to be seduced by the temptations of evil yourself, and you don’t want to become a victim of it. But it must be done. It is wise, not evil, to want to study the likes of Richard III. It is wise to try to take lessons from the failures at Penn State. Otherwise, there will certainly be more victims whose hearts are split with sorrow.

As a first step in trying to get myself to write more and shorter blog entries, I have set up a link blog, at linkblog.arneson.name.

For this, I set up a bunch of “If This Then That” tasks over on ifttt.com. Every time I mark a favorite on Twitter, YouTube, Vimeo, Delicious, Tumblr, Flickr, or Google Reader, IFTTT will take that content and create a blog entry on my linkblog.

Next, I hope to create a tool where I can click a button on the linkblog, and it will grab the linkblog entry content and include it for a new post on this blog. Then all I have to do is add some short commentary without doing any time-consuming work of cutting, pasting, saving and so forth. All I’ll have to do is my normal reading of my feeds, and click the “favorite” button whenever I see anything I might want to comment on.

I have five unfinished blog posts in my editor, and another three or four in my head. But I can’t seem to get any of them done.

There’s been a rash of events recently that’s left many people trying to make sense of. Steve Jobs. Al Davis. Game 6. Occupy Things. Libya. The Euro mess. And most recently, Penn State.

I’d like to be a better blogger, and be able to comment in a timely and interesting manner on such things. But I usually end up trying to tie too many things together into one story, and it takes me forever. And then they wither on the vine, too late to be plucked.

I am reminded of a triathlete I read about. He was told by his coach that he’d never be a champion until his worst event became his best. That turned out to be the case.

I probably need to suck for awhile to gain some mastery of my weaknesses in this medium. I need to practice, to experiment, to learn the short, quick hit. I need to learn how to let the *blog* tie my themes together, instead of the *entry*.

Apologies, then, in advance, for whatever sucky stuff I may subject you to in the near future.

Now, Ken, hit the damn Publish button.

In my previous job, I built a big database of zipcodes and geolocations, and distances between those zip codes. The server that this database lived on is getting shut down sometime in the next 24 hours. A couple days ago, I suddenly realized I could use that database to answer a few questions I’ve had about where the A’s should be moving.

So I’ve been scrambling to try to get some queries done, before the server goes away. I managed to get the work done once, but I didn’t get a chance to double-check anything, so take all this with a gigantic grain of “this is a first draft” kind of salt.

* * *

The raw data I had was from the 2000 census and included:

• every 5-digit zip code in the United States (about 40,000 of them)
• the latitude and longitude of each of those zip codes, and
• population and median household income for about 30,000 of those zip codes

I’m not sure why 10,000 zip codes don’t have population and income data. Probably some of them represent entities (like governments and such) that aren’t geographic locations with residents. But not all of them. For example, the zip code that includes Safeco Field in Seattle was among the zip codes missing data. Baltimore looks like it’s missing a big chunk of data. Plus, there’s no Canadian data either, so the Blue Jays are unrepresented, as are probably some additional Tigers and Mariners fans. So I’m sure the data needs a real good scrubbing, so I’ll repeat my warning about the rough nature of this data.

From the geodata, I calculated the distance between any two zipcodes that were less than 150 miles apart.

* * *

If you’re going to build a ballpark somewhere, you’d want to put it somewhere:

• with as many people as possible
• who have as much money as possible
• who live as near to the ballpark as possible

So I came up with a formula to reflect this. For this exercise, I don’t really need to know the exact amount of money a ballpark can generate, I just need a number I can use to compare with. So median household income will do just fine, even though it’s not at all an accurate representation of how much money is available to spend on baseball.

So here’s what I did: For each zip code within 75 miles of a MLB ballpark, I took the population and multiplied it with the median household income of that zipcode, to give that zipcode a total amount of money for that zipcode. (I should probably have divided by average household size, but we’re after relative comparisons here, so it doesn’t matter too much.) Then for each mile that zipcode was from the ballpark, I subtracted 1/75th of that total from the score for that zipcode.

So the closer the zipcode is to the ballpark, the more money from that zipcode is assigned to the team.

Then I repeated the exercise for five potential A’s homes: the Coliseum, Victory Court, Fremont, San Jose, and Sacramento.

Once I had done that, I did it for every minor league park that was more than 75 miles from any existing MLB park, plus Portland, Honolulu, and Anchorage.

* * *

The (rough) results, for your viewing pleasure:

* * *

These results, outside of Baltimore, smell more or less right to me.

Next, though, I tried to put some measure on what happens to a market when it is shared between teams. This is where the results surprised me, enough so, that I think I probably screwed up somewhere.

I’ll address that in an upcoming blog post.

I’m sure my friends who work at Apple will have better Steve Jobs stories than this one, but this the one I’ve got, and this is the day to tell it.

Back in August of 1996, I helped found a company called Intraware. We started the company on the basic idea of being a reseller of web software to corporations. We also wanted to eat our own dog food — to use the web software we were selling to run our business efficiently.

The problem was, back in late 1996, all this software sucked. I was looking for some software, any software, that I could use as a platform to program our corporate web site with, and I literally could not find anything that I could actually get to do what I wanted it to do.

So during this process of searching for a functioning web programming environment, I went to a conference at the Moscone Center in San Francisco. I don’t even remember what the conference was, but I do remember there were a ton of web software companies there with booths and stuff.

And at some point during this conference, Steve Jobs was giving a presentation. This was during the Jobs’ wilderness years away from Apple. He was presenting the latest stuff that his company at the time, NeXT Computers, was working on.

I decided, what the hell, I’ll check out. I had already given NeXT’s WebObjects a look-see and rejected it. I thought it was way too complicated with too big a learning curve for our needs, plus their code generated the longest, ugliest damn URLs I had ever seen. (Which was odd, since Jobs’ companies otherwise never made anything ugly.) But maybe I’d learn something new.

Ten years later, whenever Steve Jobs gave a presentation, it was the hottest ticket in town. But back in 1996, I just showed up to his presentation, wandered in, and found a seat somewhere around the third row, and sat down to enjoy the show.

I honestly can’t remember a damn thing he presented. I do remember his stage presence, though. And then this: about 3/4 of the way through the presentation, he stopped to give an aside. “By the way,” he said (I’m paraphrasing it from memory here), “we’re looking for distributors for our products. So if you know anyone interested in distributing our stuff, please contact us.”

Looking back on that, it’s pretty funny. Can you imagine Apple begging for distributors? But that’s where NeXT was at the time, having trouble getting their foot in the door of corporate America.

And, as it so happens, the problem that NeXT was having was exactly the problem that Intraware was founded to solve. So when I got back to the office, I told our people, and they contacted Jobs’ people, and meetings started to happen. And then, not too long after that, there was an agreement.

Part of the agreement was that in exchange for selling NeXT products, we would get free use their software, and free training. So for a week in early December of 1996, I spent a week at NeXT headquarters, taking classes in how to program using WebObjects. I remember getting a tour of their very nice offices. We walked by Jobs’ office at one point. He wasn’t there.

So anyway, everything was ready and lined up for Intraware to start selling NeXT products after the new year except crossing the t’s and dotting the i’s on the final contract.

And then, on December 20, 1996, Apple bought NeXT. Steve Jobs returned to Apple.

And NeXT didn’t need no steenkin’ distributors anymore. Sorry, guys, deal’s off.

So we never sold any NeXT products, and we never used any either. Well, except the ones that later became part the MacOS. All I had left to show for that week I spent at NeXT was this little story.

But hell, if Intraware had to get shafted so that the rest of the world could enjoy the fruits of Steve Jobs’ labors at Apple over the following fifteen years, it was worth it. I’d happily offer up that sacrifice all over again. Rest in peace, Mr. Jobs. You were an inspiration.

Sam Miller gets my nomination for Sentence Fragment of the Year, for this line in a hilarious piece of baseball satire:

Cubs Chairman Tom Ricketts: … and that’s how I diced up Alfonso Soriano’s contract, bundled it with other toxic assets, and sold it to public employee pension funds.

I love how that line so concisely skewers both the left and right side of the political aisles for their roles in the current screwed up state of our economy.

…and it’s not even a full sentence!

* * *

I’m beginning to think that the future of politics will be like the future of warfare where people won’t fight people anymore; one side’s robots fights the other side’s robots, and whoever’s robot wins, wins.

In politics, each side hires sabermetricians, and the sabermetricians argue each other to the death before they proceed further. People in politics will have to know how to defeat a sabermetrician in an argument, otherwise they’ll suffer the fate of (oxymoron alert) poor Warren Buffett, running into a uppercut from Phil Birnbaum.

* * *

And speaking of baseball and pension funds, Moneyball author Michael Lewis has a new piece in Vanity Fair called “California and Bust.” In it, he interviews San Jose mayor Chuck Reed. I assume when Lewis met Reed they discussed San Jose’s attempt to woo the A’s, but nothing on that topic appeared in the article. The whole article made me pessimistic that any city anywhere in the country could afford to actually get a stadium built for the A’s, but heck, what do I know? Maybe that’s what’s taking Bud Selig so long to decide the A’s fate; it takes time to find a city that can dice up the stadium costs, bundle them with some toxic assets, and sell them back to Wall Street to complete the circle.

Neal Stephenson has written an essay called Innovation Starvation, about how we don’t seem to be able to get big stuff (like going to the moon) done anymore.

It was interesting, but from my perspective, it seemed off target, for a couple of reasons.

1. Is the premise true?

OK, so we’re not going to the moon, or Mars. But does that mean we’re not doing big things? To me, the web, Google, Facebook, Twitter, smartphones and such…those are all Big Things. They are all recent high-tech developments that have significantly changed the world we live in. But because they emerged from the wilderness of an unplanned economy instead of some Big Pre-Planned Project, they don’t count as Big Things? I don’t buy that.

2. Does competitive knowledge really reduce innovation?

Stephenson offers this scenario:

Most people who work in corporations or academia have witnessed something like the following: A number of engineers are sitting together in a room, bouncing ideas off each other. Out of the discussion emerges a new concept that seems promising. Then some laptop-wielding person in the corner, having performed a quick Google search, announces that this “new” idea is, in fact, an old one—or at least vaguely similar—and has already been tried.

I have indeed witnessed something like that. What I haven’t witnessed is the existence of patents or competitors stopping very many people from moving forward on an idea. Patents can be worked around. Competitors don’t matter if you have access to a market that you think you can exploit first, by leveraging existing relationships with customers or vendors that you already work with. Case in point: the 100 gazillion Groupon clones out there.

So I would disagree that information from the Internet is stifling innovation. On the other hand, I would argue that the success of the Internet is causing certain kinds of innovation to be preferred over others. Innovators these days love the idea of companies like Google and Facebook and Twitter because if a company like that hits it big, they can create gargantuan results with very little capital. Just hire a handful of programmers and: Kaplowie!  Riches galore.

Yes, I’ve sat around tables and thrown around ideas. And every time I’ve thrown around a business idea that involved human beings interacting with other human beings, instead of computers interacting with computers, I’ve been politely ignored. Because there’s no Kaplowie!  when humans are involved. That takes hard work, and who wants to get rich doing hard work, when you could get rich with all this low-hanging Kaplowie!  fruit that still seems to be hanging around to be plucked?

So I don’t think that we’re being starved of innovation so much as we’re experiencing a temporary kind of pickiness. But when things (like innovation investment) cluster in one place, it creates holes in another. Somewhere out there in the business world, there’s a Billy Beane waiting to exploit the gaps in the business ecosystem that are being created by current investment preferences.