Where Do We Lead?

As the United States falls deeper into the willful anarchy of intentional leaderlessness demonstrated by our elected officials, I’ve noticed a trend of uncertainty about how we should lead among people of my generation.  We late-Gen-Xers/early Millennials (those of us born some time in the late 1970s-early 1980s) straddle the border between a couple different dynamics.  If you subscribe to Strauss-Howe generational theory (some have called it pseudoscience – I value it as an observation of a pattern more than a predictor of things to come) then you’ll note that these generations are “Nomad” and “Hero” archetypes, respectively.  What does this mean?

In Strauss-Howe, there are four Archetypes (Prophet, Nomad, Hero, Artist) born during four different Turnings (High, Awakening, Unraveling, Crisis).  These time periods are roughly 20 years each, and each Archetype experiences the Turnings at different times in their life.

The current Gen-X Nomads were born during an Awakening (the 60s/early 70s counterculture) and grew up during an Unraveling (80s/90s consumerism, the “me” decades).  If the pattern holds, they/we should mature into leaders during a Crisis.  Meanwhile, Millennials were born during an Unraveling (80s) and should be growing up during a Crisis.

For those of us in the borderland between these two twenty-year generations, it is confusing to try to define ourselves.  Are we Gen X?  Millennials?  What is the Crisis?  Did it start with the events of 9/11/2001?  That seems like a good choice for a beginning.  If we pick that crisis, it’s been going on for over a decade, with perhaps a decade left to work through.  If the pattern holds, we should see Gen X stepping up to take leadership and action.  I’m beginning to see signs of the Millennials stepping up to take team-oriented action in the form of social consciousness, entrepreneurialism and the new “Maker” ethic.  Meanwhile, Gen X seems to have passed cleanly through its angsty, angry searching years and emerged into successful mid-level managers placed throughout the crumbling infrastructure of the free market economy – the monolithic driver of the last three generations of Western experience.

The economy, now an artifice of high-frequency trading, ponzi schemes and prop-ups from taxpayers, is failing.  The next step in that decline seems to be the self-imposed freakshow Russian Roulette game being played out in Congress by the Randian private wealth warriors elected through a combination of corporatist influence (thanks, Citizens United) and xenophopia.  If the debt ceiling is not lifted and the shutdown continues, the global economy is in for another big downturn.

Where is the leadership that Gen X should be demonstrating?  There are no protests on the National Mall.  No one is running for office on a ticket of constitutional amendments to ban gerrymandering and undo citizens united.  We are getting fidgety.  We see things like former investment bankers quitting their jobs in their 30s to race $500 Craigslist cars in the World Rally Championship, or buying abandoned trailer parks in New Mexico and becoming Makers.  We are impatient to lead, but our furtive steps toward leadership seem disconnected with the political and economic reality of the times.  Perhaps we believe that the next steps have nothing to do with government or the global economy.  If that turns out to be true, I think the next 10 years will be an interesting and very challenging time.

Stratagical

I invented a new word today: “Stratagical” – a synthesis of “Strategically tactical, practical and agile.” This sounds terribly pointy-haired boss-like, but whatever, I don’t care, because I’m excited that I’m able to hoist myself to a place where I am able to help make tactical decisions but keep a focus on the strategic goals of a project.  In many ways, in my previous software developer role, I could become consumed with the architecture of a solution and its enormous volume of details to the exclusion of practicality and making tactical choices when necessary.  One transformative step on the road to Stratagical decision making was the day I realized I needed to do a huge batch process completely in memory for speed.  This decision eventually paid off quite well.  I am learning that many tactical decisions can be strategically advantageous if done correctly.

I consider this type of decision making process to be a key to agile management of an agile software development and technical operations group, and it must be founded in practicality. The strategic part comes in by ensuring that the software and systems we are designing meet the long-term needs of the institution, that we not shut the door to future needs, that we ensure good data to start with. The practical part comes when you understand that a new system will not be immediately used by the entire population of the institution, and can be phased in over time. The agile part comes in by focusing on improving the baseline of the system at each customer integration opportunity.

Step 1: Design the system to be flexible in the future
Step 2: Get good enough data into the system to start with one or two customers
Step 3: Validate the data with those customers
Step 4: Fix discovered data issues
Step 5: Repeat steps 2-4 with a new customer or customers

If you do this right, things seem to start nearly magically falling into place, and you start knocking out large chunks of alignment and execution, like scoring 5 lines at a time in “Tetris.”

There Are Still Frontiers

There are still frontiers out there, if you know where to look.

A friend of mine, who was doing fun pioneering work in computers and networks in the wild and wooly days of the 1980s and early 1990s lamented once, “I wish you had been around then, it was so different.  It wasn’t like now, now it’s a business.”

Although enterprise computing is now run like a business, there are still frontiers, there’s still room to explore if you look in the recesses of the IETF / ISOC repositories, Google mailing lists and GitHub, interesting people’s YouTube channels and Twitter feeds.

Take for example Moxie Marlinspike – he’s trying to solve a real problem with the current state of SSL and Certificate Authorities, and he’s doing amazing things there.

There are the tens of thousands of active participants in international higher education identity and access management, figuring out how to federate access to campus resources like wireless networks, web applications and research cyber infrastructure.  They are paving the way for a future when we don’t have to remember more than one password- or even any at all.

There are still frontiers at the fuzzy edge of the network, and I’m excited to see them and be able to participate in them, even just a little.