Complexity & Humanity 2.0

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]]> http://startgrowtransform.org/2010/06/we-seek-agility/feed/ 0 http://startgrowtransform.org/2010/05/book-review-open-leadership-charlene-li-a-practical-guide-to-the-emerging-open-future/ http://startgrowtransform.org/2010/05/book-review-open-leadership-charlene-li-a-practical-guide-to-the-emerging-open-future/#comments Mon, 24 May 2010 06:07:32 +0000 Kristin Wolff http://startgrowtransform.org/?p=197 I loved Groundswell (Josh Bernoff, Charlene Li). While little in the way of specific content was new to me at the time I read it, the book offered an organizing framework: an environmental snapshot, an articulation of changing practices, and specific strategies for embracing (and measuring) them – all of which gave me a coherent way to talk with colleagues and partners (including skeptics) about social technologies (more often called “social media” at the time). More importantly, colleagues and partners to whom I loaned or recommended Groundswell also liked it, and a few were inspired to take action.

A follow-up to Groundswell, Open Leadership is Charlene Li’s latest book (to be released today). While similar in structure – there’s a very practical kind of “roadmap” quality to it – Open Leadership is ultimately a more important contribution to modern organizational thought leadership and to the efforts of millions of people trying to apply open leadership in their own contexts.

First, it’s focused on leadership. While this might seem obvious from its title, there are thousands of books on leadership (Amazon lists over 61,000) that are really about a particular leader (e.g., Jack Welch), a leadership style, or characteristics of a collection of leaders. Far fewer interrogate the nature of leadership itself. This one does – simply, and in the context of broader social, cultural, economic, and environmental changes. Pointing to the rise of a “culture of sharing” that increased connectivity makes possible, uncomfortable territory for many leaders to be sure, Li states, “At a time when customers and employers are redefining how they make and maintain relationships with social technologies, it’s high time organizations rethink the foundations of business relationships as well.” Open Leadership reflects transformative thinking not just at the level of practice but about how people in organizations and their customers relate to one another.

Second, the book profiles not just private sector firms, but global charities (The Red Cross) and key government agencies (the US Navy and State Department) responsible for some of the world’s most important and dangerous work. This underscores the emphasis on leadership broadly – not just for firms selling products and services, but for all kinds of organizations and institutions.

Third, the “roadmap” chapters (assessments, choices, etc.) offer practical direction not just for CEOs, but for open leadership and social technology advocates at all levels in their organizations. While Li doesn’t quite come out and say it, Open Leadership is a manual for leading openly from wherever you are. I would like to have seen more (and more explicit) emphasis on leadership outside of a firm context (community level government, multiple organizations engaged in humanitarian work, etc.), but these cross-organizational and network-based models could make nice case studies in a future book?

So What is Open Leadership?

“Having the confidence and humility to give up the need to be in control while inspiring commitment from people to accomplish goals.”

There’s an important nuance here – giving up the need to be in control is different than giving up control. The critical point is that social technologies have shifted the landscape so fundamentally that leaders simply cannot exercise the kind of control over information and decision-making they once did. However, they can connect to and collaborate with more customers and partners than ever before, provide a platform for those customers to connect to one another (engaging the collective “we” in problem-solving), and facilitate meaningful relationships along the way.

Li identifies five rules of open leadership:

1. Respect that your customers and employees have power.
2. Share constantly to build trust.
3. Nurture curiosity and humility.
4. Hold openness accountable.
5. Forgive failure.

And then the book delves into roadmap territory (10 elements, assessments, models, checklists, etc.), so you’ll have to pick it up for yourself to make use of them. Importantly, these chapters (more than half the book) frame choices. How open do you want to be? About what issues? What kind of structure supports the kind of openness you want to achieve?

If you are an aspiring open leader, these alone are worth the price of the book as they will prevent you from having to reinvent a wheel or two. [Note: The chapter on structuring openness provides sage advice, and a myriad of examples, but if you need more, a host of social media guidelines or policies is here on the Altimeter Group wiki].

A Closing Note

While many of the examples cited in the book (Best Buy, the Obama campaign, Cisco, Comcast, Ford, etc.) have been the subject of inquiry many times before, Open Leadership presents them as unfinished stories rather than tales of hero/ines. This does a couple of important things.

First, it strengthens the case for open leadership on the grounds that ever more connected markets, communities, firms, and people both accelerate change, and make it less predictable, a condition for which open communications and information-sharing systems are well-suited.

Second, it portrays leaders as learners for whom adapting to the changing technology environment is mission critical – not just “fun.” Whether it means blogging, tweeting, or platform building, these leaders are not only embracing these practices but making them central to their work.

Anyone who has ever stood in front of a room full of skeptics trying to explain what a wiki is must have cheered at Paul Levy’s defense of CEOs blogging. [If you haven't been in such a position, imagine yourself trying to convince someone like Justice Antonin Scalia that Twitter matters.]

Finally, and on a personal note, I don’t know Jeremiah Owyang, but I’ve been following him on Twitter for some time now. I also read his blog and catch one of his webinars or videos now and then. I appreciate the wisdom he’s shared and sense that I would like him. I was surprised by the story in the chapter on failure (now you’ve got to buy the book), and felt at once supportive of his effort to “get back on the horse” and less embarrassed by my own open mistakes. We’re all learners really. And social technologies, used well, help us share experiences so we all move forward faster.

That’s Open Leadership.

Note: This review is cross-posted on Networked Publics.

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]]> http://startgrowtransform.org/2010/05/book-review-open-leadership-charlene-li-a-practical-guide-to-the-emerging-open-future/feed/ 0 http://startgrowtransform.org/2009/11/us-department-of-labor-employees-meet-each-other-and-us-on-facebook/ http://startgrowtransform.org/2009/11/us-department-of-labor-employees-meet-each-other-and-us-on-facebook/#comments Tue, 24 Nov 2009 04:16:09 +0000 Kristin Wolff http://startgrowtransform.org/?p=174

“We’re All Doing It”

Last month the US Department of Labor (DOL) launched a Facebook page. Other federal agencies maintain them too, but DOL hasn’t really been out-front in implementing the Administration’s early commitment to communication, transparency, and participation. While Facebook is just one means of demonstrating this commitment (the Department, and Secretary of Labor Hilda Solis also tweet), it is an important one for which the department deserves kudos.

Concern About Jobs

It goes without saying (but I’m going to say it anyway) that the “jobs agenda” has reached fever pitch across the country. During the past several months, jobs – the lack of them, the low pay associated with them, the fear of losing them, the benefits associated (or not associated) with them, even guilt on the part of people who still have them – have dominated the public discourse. Many times I’ve felt helpless in trying to refer people with questions to the right agency, department, workforce board or one-stop (and I’m familiar with the workforce system). But within moments of the Department launching its Facebook page, people inside and outside the agency were getting their questions answered—in public.

People Meeting (and Learning from) People

Here are my favorite examples* to date:

1. Sonya Schurr Taylor (GA)

Last Thursday evening Sonya asked USDOL why the Georgia Department of Labor’s website had no information about extended unemployment insurance. By 7:30 the next morning, this information was posted on the Georgia DOL site. Sonya shared this with USDOL, and USDOL reponded, letting her know the agency was “glad to hear it”, and providing a link to additional services.

What happened here?

Did someone at USDOL contact someone at the Georgia State DOL? Did someone at Georgia DOL catch the mention because they were scanning for social intelligence? Did a previous inquiry by Sonya prompt the change? Was it a coincidence? We don’t know. But by simply allowing such problems to appear in public, the likelihood that they will be noticed and resolved quickly dramatically increases. And positive resolutions to citizen problems generate trust between citizens and their government.

2. Daliah Holmes, USDOL

Daliah’s question – posted on November 16 – was intended for DOL insiders with knowledge about recent policy changes having to do with building security. The November 18 response answered her question, and was right there for everyone else to see.

What’s going on here?

Facebook is helping DOL employees respond to their colleagues’ questions. We outsiders can see this, and assess for ourselves whether this kind of conduct inspires confidence. For me, the answer is an unqualified yes.

3. Jordana Cohen, (NY)

Jordana, clearly agitated about the lack of information provided to her about extended benefits by the State of New York, posted an article about it, along with a question and plea for clarity on November 18. Hours later, Karin Gehn Barrett responded, indicating what she knew (and confirming what Jordana feared). Jordana, outraged, posted instructions for contacting New York’s Congressional delegation to insist on a change.

What do we make of this?

In this case, two strangers from New York are using Facebook to share information about issues of concern to both of them (and certainly to others). There is no DOL response here, probably because the interaction raises tricky questions for the agency. Joanna is asking for political action using the DOL Facebook page.

Transparency Brings Challenges and Opportunities to DOL

Transparency brings new challenges that DOL attorneys and others will undoubtedly fret over, but efforts like these bring welcome opportunities for citizens and residents to interact with their government and with each other—across geographies, time zones, and demographic groups – in ways that help all of us get smarter, faster.

* At posting time, all three examples were accessible from the Department’s front page here. By the time you see this, you may have to scroll back a few pages. I hope so.

Kristin Wolff
@kristinwolff

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]]> http://startgrowtransform.org/2009/11/us-department-of-labor-employees-meet-each-other-and-us-on-facebook/feed/ 4 http://startgrowtransform.org/2009/11/workers-or-jobs-which-comes-first/ http://startgrowtransform.org/2009/11/workers-or-jobs-which-comes-first/#comments Tue, 10 Nov 2009 02:17:00 +0000 Rebecca Cohen http://startgrowtransform.org/?p=170

Thanks to ell_brown for the Flickr photo.

Training vs. Jobs

In communities across the country where unemployment is especially high, leaders and policy makers urge workers to upgrade their skills and search for employment in new and growing industries – like wind energy. But often, the jobs aren’t there yet.

Better Bridges Between Economic and Workforce Development

Yes, the world is getting smarter. Technology has enabled us to work in new and different ways: to collaborate, partner, and innovate in the way we do our work. Yet in regional economies, where programs are increasingly reliant on federal and state resources, siloed funding streams systemically impede effective collaboration. Integrated, comprehensive planning can help regions that are looking to bridge that gap. And new tools for practitioners and better research about integrated approaches are emerging.

Regional Research Symposium

In late October, the U.S. Economic Development Administration (EDA) partnered with the Regional Research Institute at West Virginia University on a Regional Research Symposium (links to presentations). EDA has invested in a number of initiatives that suggest areas where workforce and economic development should be connecting to create comprehensive regional strategies:

• Data. A collaborative research program between Indiana and Purdue Universities (leads), EMSI and the Rural Policy Research Institute’s Center for Regional Competitiveness created a set of data tools that take a regional approach to innovation-based growth to help identify promising paths to economic growth. While not yet complete, the tool will allow users to create their own region and access federal data all in one place.
• Funding Innovation. The same group also created an innovation index to help guide new investments. Innovation was seen as a place where economic developers could broaden their thinking and provide definition for other federal agencies. Further research into human capital qualities that promote innovative growth was also mentioned as a future funding interest.
• Linking Industry and Occupational Clusters. The research team from Indiana and Purdue Universities also created maps to help understand local workforce and education clusters to help bridge the gap between workforce and economic development. The maps can show how well the occupation and knowledge clusters strength match industry cluster strength. Location quotient analysis and changes in location quotient analysis maps can be found on their website.

Community Resilience

Another place of intersection is around community resilience. The EDA funded research from the Savannah River National Laboratory Community and Resilience Institute (CARRI) to provide a framework of community resilience. Taking a comprehensive approach to resilience, CARRI is researching communities’ ability to adapt to perceived adversity—in any situation—and suggests a long-term planning agenda to grow social capital between community assets.

We are keen to find ways to enhance our own effectiveness by integrating these new tools and approaches.

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Smart Communities Connect, Share, and Drive from Data

At the risk of making this post feel like an ad, I embedded “The Way We Work” above. The video clearly explains (from an enterprise perspective) the same theory of change we’re trying to advance from a community perspective – how connecting us to each and to the information we need unleashes talent, innovation, and gives us a shot at prosperity.

Last week, IBM convened a Smarter Cities Summit in NYC.  Adam Christensen summed up the first day’s themes:

1. The use of data and analytics to make improvements in a city.

2. The need for new kinds of public-private partnerships. Every speaker and panelist – from Melody Barnes to Tom Brokaw – touched on how creative public-private partnerships were the key to solving these complex metropolitan issues.

3. The need for “systems thinking” to solve big macro issues. Dr. Cortese captured it best when he discussed how addressing the challenges nations and cities face with health care requires first a holistic systems thought. Health care, like public safety, transportation or education, requires long-term thinking to understand the broader issues and all the highly complex interdependencies with other systems. Basically, Dr. Cortese said, the health system could use systems engineers.

Again, the same issues we are working on from a community perspective. (Day 2 comprised break-out sessions and was a little trickier to summarize).

More Smarter Cities Resources

• You can find event tweets here.
• And the smarter planet blog here.

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Reinventing Our Government

Sadly, we were not able to attend last month’s Gov2.0 Summit in Washington, DC. I did contribute the to “What does Gov2.0 mean to you?” video contest, with this, but I really liked Andrew’s (@Krazykriz), which I embedded above. However, thanks to social media, the community that did attend let us in on some of the action.

• News coverage and links to presentation files
• Summit videos (blip.tv)
• TwitterStream

Other Gov2.0 Resources

• GovLoop (Ning network, just purchased by GovDelivery)
• Sunlight Foundation
• GovFresh
• You2Gov

Gov2.0 Expo May 2010

Next up? Gov2.0 Expo, May 25-27, 2010 (DC). Sign-up for information here. Word on the street is that the May event will offer more relevant content for state and local government folks.

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Thanks to deanmeyersnet on Flickr.

Really high unemployment among youth.

One of the most alarming bits of bad news in a sea of unwelcome statistics about unemployment, is just how bad it is for the young American worker these days. The Bureau of Labor Statistics (BLS) finds that the proportion of young people employed in July was 51.4 percent, “the lowest July rate on record for the series, which began in 1948.”

Where is this headed?

This is the future of our country being handed a raw deal. It is the responsibility of workforce professionals to think outside the box and create new methods of mentoring, offering career ladders that make sense, and nurturing an entrepreneurial culture to foster innovation.

“When I was coming up…”

When thinking back to my own career and its challenges, I realized that I know something about looking for work during a recession. In fact I was born during the recession of 1958.

Overqualified and underemployed.

I graduated from college in the recession of 1981. I turned to the government agency to help me and my employment counselor told me my BA was worth “bugger all”, and it wouldn’t help me contend with the dearth of good jobs. I waited tables until American Motors was hiring, found work there, and got laid off three months later. Entering the workforce during a recession ensured I would remain underemployed until I decided to go to graduate school.

“Hey, does anybody give a rip?”

The unemployed person is in a vexing solitary cycle of rejection. This recession amplifies the alienation the unemployed experience, possibly more so for young people who are used to the support and camaraderie of a social group. When you look for work, you’re on your own. Some blame a higher minimum wage for higher youth unemployment rates, and make comments like “Most of these teens and twenty-somethings aren’t worth a damn even when they are “employed”

Bootstraps and all that…

When you are young, you are often undervalued by your elders. You’re told to work hard to get ahead but no one tells you how, and you have to find your own way. We love people who succeeded through adversity with hard work.

Can we have some collaboration please?

But if we are to successfully transform this great challenge into opportunity, we all need to counter the pessimism and negativity floating around America right now by offering help, wisdom and compassion. Here in Southern Arizona we are at work on a community collaboration platform called (AZ)WeToo.^TM Initially created as a platform for supporting entrepreneurs in Michigan, we are finding new applications for WeToo^TM in other communities.  It could be used to help aggregate job-finding (or job-making) resources and connect these young people to each other. Whether through this tool or others, we need to connect young people around work in the same way we connect them socially or around other common interests.

WorkBook

I propose is that Workforce Boards, One Stops, all levels of government create a FaceBook for workers, a WorkBook if you will, where young workers can find information, mentors, networks, and each other. While web tools alone are not the solution, they do address many of the vexing problems of alienation and isolation that create a sense of hopelessness in the face of so much adversity. Online profiles lead to visibility, visibility leads to connection and a sense of community. Job opportunities can come as a tweet, and mentors can offer advice and wisdom from their BlackBerries.

It’s time to act.

We should all pay attention to this serious problem of youth unemployment. We owe it to our children and grandchildren to help them help us create the eventual recovery and a sustainable economy.

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What’s Community Agility?

Two years ago – when we launched the Community Initiatives Team – agility was on ours minds. Pre-recession, we were hearing flat, but seeing spiky. Our team members live and work in regions as diverse as Portland (OR), Tucson (AZ), Charlotte (NC), and all over Michigan. So while the U.S. economy at the time was widely perceived as booming, our communities were still smarting from the steep downturn a few year before. Yet, we were also bearing witnesses to infinitely creative responses to new challenges, and the beginnings of new kind of economy.

In our work, we were confronting significant structural challenges:

• Decreasing overall economic security for families despite job growth
• Industry-wide transitions changing job and skill requirements for large numbers of workers
• Lack of access to investment capital where entrepreneurs seemed to need it most
• Chronic budget shortfalls compromising basic public services in our communities, and
• Institutions, agencies, and organizations with clearly shared missions acting in isolation.

At the same time, we saw opportunities for collaboration (on and offline) and reinvention everywhere. We focused on building agility.

Developing Methods for Change

With the aim of helping communities find opportunities to thrive while also managing through downturns, and with partners including the U.S. Department of Labor, the Council on Competitiveness, and the Charles Stewart Mott Foundation, we developed methods and approaches for cultivating agility:

• Developing shared intelligence, by collecting and making meaning out of data that matters to multiple community organizations and agencies.
• Promoting network weaving, based on the theory that a whole host of benefits derived from well-networked communities (we had been studying networks for some time, but found Sean Safford’s early work at MIT – subsequently published in book form – very compelling). Later we partnered with June Holley to learn techniques for social network analysis.
• Facilitating collaboration across “silos”, so that people from across disciplines, departments, agencies, programs, organizations, and institutions find common ground and begin to share ideas, talent, and resources in ways that maximize wider community benefits.
• Encouraging public engagement, since real change happens in firms, schools, and neighborhoods, not just boardrooms.
• Advancing an entrepreneurship agenda that emphasizes not just new ventures, but entrepreneurial culture itself.

These methods emphasize the building of capacity—to collaborate and to innovate—so that communities can reinvent themselves over and over, not just build the next new thing. We worked with (and learned from) community leaders and project partners from five U.S. Department of Labor WIRED regions (Southeast MI, Mid MI, Southern AZ, Kansas City, and the Piedmont Triad NC partnership) and two BRAC regions (Ft. Bragg NC and Southwest OK), and a host of other communities in transition.

Checking In

Last week, our team met in person to review progress, and take a look at the current (and growing) ecosystem around community agility (now increasingly called resilience.)

New Trends

While we’d been paying attention to the emergence of new conversations and community innovation spaces individually, sharing this information helped all of us see that we are now in the company of more (and more diverse) people advancing some of the same goals. Here are a few we’re pretty excited about.

Social Innovation

The people who identify with “social innovation” are a wildly diverse, eclectic and exciting bunch, ranging from the academically-inclined Stanford Social Innovation Review crowd to the entrepreneurial community that is Social Edge (Skoll Foundation) to the activists, organizers, and media mavens who see new ways to make change through the social web. The new White House Office of Social Innovation will certainly accelerate interest in the field, which is now beginning to map itself. And interest in social innovation is appropriately global. The Young Foundation, SIX, and the Skoll World Forum, together with institutions like Ashoka and the Aspen Institute have nurtured social innovation networks around the globe for years. More recently, the John S. and James L. Knight Foundation has sponsored a host of initiatives designed to help innovators of all ages and stations leverage the power of social media and the web.

Video and Twitter have helped make much of this activity accessible and transparent. Last week, 900 people gathered at SoCap09 in San Francisco to figure out how to fund it.

Gov2.0

Government (at all levels) is also beginning to reimagine itself. The Obama campaign demonstrated the power of technology to enable self-organization in a campaign context, now we’re working through the implications of this kind of mass connectivity on governing itself. Catalyzed by Tim O’Reilly’s advocacy of “Government as Platform,” gov2.0 has become a rallying cry for transparency, participation, and just better, smarter, government  – among people inside government and out. This week’s Gov2.0 Summit brings together public servants and technologists and advocates and organizers, many of whom are already working together to build the next generation of public intelligence systems and platforms for participation.

The Resilience Movement

The resilient communities movement stems from two different though related sets of ideas: one relating to security, and the other to sustainability more broadly.

• The U.S. Department of Homeland Security (DHS) is exploring Community Preparedness and Resilience in a variety of ways – the Community and Regional Resilience Initiative (CARRI), for example, reflects a partnership between DHS, the Department of Energy’s Oak Ridge National Lab, and a handful of communities in the Southestern U.S.
• The Institute of Urban and Regional Development at the University of California Berkeley (supported by the MacArthur Foundation) has established a Building Regional Resilience Network , which has published a variety of papers on different dimensions of resilience (environmental, social, economic).
• The Council on Competitiveness made the materials used in its Risk and Resilience workshop available to the public.

People are helping communities become more resilient outside the U.S. as well – parallel efforts exists in Australia, and a more locally-driven approach launched in England.

Smart Communities

Firms like Cisco are promoting smart cities from a data-connectivity point of view, and IBM is advancing its “internet of things” agenda. But people and processes matter just as much. The stakes are high, the promise, great, and the need, urgent. Brookings is tracking the impact of the American Reinvestment and Recovery Act (ARRA) on cities and regions seeking to advance innovation or leverage structural change. Rosabeth Moss Kanter and Stanley Litow offer a manifesto for smarter, more connected communities.  John Hagel, John Seely Brown and Lang Davison’s Big Shift focuses on change dynamics in firms, but their analysis offers insight relevant to communities, too.

Going Forward?

We’re taking a good look at this context in an effort to learn from others, and focus our efforts in ways that maximize impact.

We believe in the power of not just tinkering, but “…unbundling and reconstituting…”
– Don Tapscott

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Beets in Detroit by ellievanhoutte

Unemployment in Macomb County

I recently met with a Macomb county commissioner whose district is embedded in the metro Detroit region of roughly 5 million people. The commissioner was concerned because, despite state unemployment in excess of 15%, county unemployment exceeded 16%, and pockets in her district face rates as high as 25%. “We’re heading toward a brick wall,” she noted.  ”We just don’t know when we’ll hit.”

What New Jobs?

The commissioner voiced concern about moving forward job training strategies when, really, the potential for new job creation has no hope of matching—even remotely—the rate of job loss. “I  sometimes actually wonder if we should do what New Orleans did and offer to help people relocate to places with more opportunity.”

Exclusive Collaboration?

This commissioner, like so many public officials, economic and workforce developers, community organizers, and even citizens, is overwhelmed by the immensity of the employment challenge in Michigan and daunted by a lack of public resources to make a difference. “I know there’s the Recovery Act—I just don’t know what we’re getting out of it.”

Moreover, she expressed confusion over facing these challenges in a large geographic region where, certainly, people are working overtime to shift economic gears, but the results are dispersed, and her constituents are her neighbors who don’t see a direct or immediate benefit.

Home-grown Efforts

She knows about a host of home-grown efforts, including the New Economy Initiative (NEI), Road to Renaissance, and others, she just don’t know anyone who is part of these efforts. How can she connect? She can’t be everywhere at once. How can she learn whether and where her county benefits from these efforts?  Is it enough for community “big dogs” to drive community change, and can they do so successfully—or at least meaningfully—without bringing other community stakeholders on board?

Resilient Outcomes and Communities

Having a resilient community means recognizing the importance of social capital and having an engaged and informed community, both organizationally and individually. People at all levels need to feel they are contributing to solutions or, at the very least, feel in touch with them, and there are many ways to do this:

• IdeaMinnesota is an effort of the state community foundation, which has asked community residents to share their ideas to address community problems and has agreed to fund the best ones.
• “My Region” in central Florida has asked community members, “How shall we grow?”  Roughly 20,000 people have responded through surveys, videos and other means, and many have invested out-of-pocket in the effort, which has driven several community-change initiatives.

Michigan’s Defining Moment has engaged 2,000 people in outreach efforts to express their views on Michigan’s future. And One D’s online scorecard allows organizations to show how their efforts are moving forward key community indicators. How can these efforts be channeled to engage regional community stakeholders in thinking about solutions for the region’s future but in conjunction with stakeholders like NEI that are investing resources in solutions to improve it?

Solutions-driven engagement

Some fear that community engagement may open the door to unwarranted critique and judgment, but the alternative could remain the sense of disconectedness and concern like that expressed by our county commissioner.  And, yes, community engagement is time intensive and difficult, but investing in it is questionable only if viewed as an end in itself.  The ultimate goal in engagement should be to connect real people to the development of real outcomes and solutions and, ideally, investment in them.  This will give participation true meaning and foster a sense of pride and ownership in the outcome.

After all, is innovation really game changing if only some people feel part of it?

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