Orbiting the Giant Hairball
Authors: Gordon MacKenzie
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Overview
In this book, I share the experiences, insights and unorthodox practices that have helped me successfully navigate the complex, ever-changing, often-maddening world of corporate life while maintaining a sense of personal autonomy. My intention is to offer readers guidance and encouragement as they attempt to liberate their own creative spirits, tap their unique potential, and create satisfying and meaningful work experiences for themselves within the often-stifling environment of corporate America. I call this “Orbiting the Giant Hairball.” Throughout the book, I use metaphors, stories, personal anecdotes, and humor to help readers recognize and understand the forces that often inhibit creativity and limit personal growth within an organization. I highlight the importance of embracing paradox, valuing uncertainty, understanding the creative process, and developing the courage to let go of self-limiting beliefs and behaviors. The book is written for anyone who feels frustrated, confined, or unfulfilled in their work. It’s especially relevant for creative individuals, free spirits, and independent thinkers who struggle to find their place in bureaucratic organizations. While this book offers insights and tools for navigating corporate realities, its relevance extends to the challenges of navigating life itself in a world that is continually evolving, requiring of us a willingness to change and an ability to adapt, to move gracefully beyond our limiting fears and embrace the unknown.
Book Outline
1. Chapter One: Where Have All The Geniuses Gone?
As I traveled to schools to share my passion for sculpting, I noticed a disheartening trend. The older the children, the less likely they were to identify as artists. This led me to believe that something was systematically squashing their natural creativity: a force I call the Genius Cartel.
Key concept: “Every school I visited was participating in the suppression of creative genius.”
2. Chapter Two: The Giant Hairball
I came to understand that a Hairball is a system of policies, procedures and cultural norms that emerge from an organization’s past successes, creating an environment that stifles original thinking and primary creativity. In essence, this Hairball represents “Corporate Normalcy.” Hallmark, I realized, had become a giant Hairball.
Key concept: “The Creative Division is a giant hairball…More than that… Hallmark’s a giant hairball!”
3. Chapter Three: Pink Buddha
I discovered the difference between working within the stifling environment of the “Big Grey Place” (Hallmark’s headquarters), and the creatively liberating environment of a smaller, more autonomous department called Contemporary Design.
Key concept: None.
4. Chapter Four: Preparing For Lift-Off
I learned that to find one’s creative voice, to Orbit this Hairball of Corporate Normalcy, is to follow your bliss, pursuing your passions while remaining connected to the heart of the organization’s mission.
Key concept: “…if you do follow your bliss, you put yourself on a kind of track that has been there all the while, waiting for you, and the life you ought to be living is the one you are living.” - Joseph Campbell, The Power of Myth
5. Chapter Five: A Chicken’s Fate
I shared the story of how my father and a cousin, as boys, mesmerized dozens of chickens, using this as a metaphor for how an organization’s cultural norms can hypnotize new employees, diminishing their unique, one-of-a-kind potency.
Key concept: None.
6. Chapter Six: Thou Shalt Not Have It Easy
I relayed the story of attending a conference at a tech company where I encountered a corporate culture that equated a challenging job with personal worthiness, leading me to conclude that easy work is often taboo in the corporate world.
Key concept: None.
7. Chapter Seven: What You Don’t See Is What You Get
Using a personal anecdote of getting stuck while climbing down a cliff at Black’s Beach, I illustrated the importance of recognizing the “invisible creative activity” that precedes measurable productivity. And I came to appreciate the courage it takes to ask for help when you are stuck.
Key concept: None.
8. Chapter Eight: No Access
When asked by a colleague to create a workshop that summarized a series of workshops on rational management practices, I came to realize that by creating a presentation based on my experiences in the initial workshop, I had shifted from “Grope” to “Rote,” from creative exploration to organizational entropy—an “ultimate state of inert uniformity.” I learned that Rote is Hairball, while Grope is Orbiting.
Key concept: “In physics, a linear system is, simply speaking, one in which the whole is equal to the sum of its parts (no more, no less), and in which the sum of a collection of causes produces a corresponding sum of effects…The very concept of scientific ‘analysis’ depends on this property of linearity—that understanding the parts of a complex system implies understanding the whole…The success of linear methods over the past three centuries has, however, tended to obscure the fact that real systems almost always turn out to be nonlinear at some level. When nonlinearity becomes important, it is no longer possible to proceed by analysis, because the whole is now greater than the sum of its parts. Nonlinear systems can display a rich and complex repertoire of behavior, and do unexpected things—they can, for example, go chaotic. Without nonlinearity, there would be no chaos, because there would be no diversity of possible patterns of behavior on which the intrinsic uncertainty of nature could act.” - Paul Davies and John Gribbin, The Matter Myth
9. Chapter Ten: Containers Contain
I shared a metaphor about how the ubiquitous “container” was initially a breakthrough for prehistoric man, but how, taken to an extreme, it can create an environment that limits growth. And how modern organizations often make containers out of their employees, inhibiting their potential by confining them within restrictive job descriptions.
Key concept: None.
10. Chapter Eleven: Cage Dwellers
I explored the metaphor of cage dwellers, contrasting the limiting security of a cage with the potential dangers but exhilarating freedom of skydiving. I came to realize that to live life to the fullest, we must move beyond a craving for total security while carefully avoiding the dangers of total freedom.
Key concept: None.
11. Chapter Twelve: Introducing…Your Brain
I introduced the idea that the human brain is divided. The left brain, addicted to past history, is logical, linear and enjoys pushing buttons to find answers, while the right brain is intuitive, nonlinear and has antennae that access the universe’s unlimited information. I suggested that the right brain’s access to this unlimited information often makes the left brain anxious, causing it to suppress the right brain’s creative insights.
Key concept: None.
12. Chapter Thirteen: About Teasing
I explored the dark side of teasing, using a personal anecdote about my own struggles with teasing as a tool for controlling others. I came to understand that shaming, often disguised as teasing, can be a weapon used by those threatened by the prospect of others’ growth. It is a form of emotional violence—Death of a Thousand Cuts.
Key concept: None.
13. Chapter Fourteen: High-Tech Peaches
I lamented the demise of juicy peaches, which, as a result of modern horticultural manipulation, have been bred for hardiness at the expense of flavor. I used this as a metaphor for modern organizations’ tendency to value corporate professionalism and conformity over authentic expression, draining the innate juiciness out of our work.
Key concept: None.
14. Chapter Fifteen: Milk Cans Are Not Allowed
I shared the story of how my attempt to create a quirky work environment for my team at Hallmark by acquiring old milk cans ran afoul of corporate bureaucracy. I learned that when a bureaucrat stands between you and a need, the challenge is to find a means, harmonious with the system, to meet your need.
Key concept: None.
15. Chapter Sixteen: The Power of Paradox
I recounted how, by choosing the title Creative Paradox for my somewhat ambiguous new role at Hallmark, I discovered the power of paradox. I was surprised to discover that a meaningless title, within a corporate context, could inadvertently give rise to meaningful work, a paradox, indeed.
Key concept: paradox n. 1: a statement or proposition that seems absurd, intellectually self-opposing, or contrary to common belief, yet may be true. 2: a statement that is false because it contradicts itself. 3: an experience or thing that seems self-contradictory. 4: a person who exhibits contradictory or inconsistent behavior.
16. Chapter Seventeen: Death Masks
I shared the story of a staff meeting presentation I made about Death Masks, drawing a parallel between masks that shield our physical imperfections, and the masks that many of us wear at work to hide our anxieties and need for approval. I suggested that wearing a mask has a price in that it separates us from the richness of fully connecting with ourselves and others.
Key concept: None.
17. Chapter Eighteen: The Pyramid & The Plum Tree
Challenged to come up with a way for Hallmark to more effectively organize itself, I contrasted the traditional model of corporate organization—the pyramid—with the organic model of a plum tree, highlighting the differences in the two approaches and the possible advantages of the plum tree approach.
Key concept: None.
18. Chapter Nineteen: Orville Wright
I explained how, to avoid being shut down by my audience when presenting my ideas for radical organizational change at Hallmark, I adopted a strategy of disarming foolishness.
Key concept: None.
19. Chapter Twenty: Beyond Measure
Using the metaphor of “vitreous floaters,” the squiggles that randomly float across the field of vision, I drew a parallel to the elusive nature of creativity and the corporate tendency to mistrust anything that cannot be measured and analyzed. I suggested that only the “renegades” who venture beyond the “Hairball” are in a position to reap the unpredictable bounty of the creative process.
Key concept: None.
20. Chapter Twenty-One: A Conference Of Angels
I told of how I successfully guided a sales meeting planning group at Hallmark, stuck in a stupor of statistics, to create a wildly successful, new sales meeting format. The secret? Create a safe space using candles, bells, and guided imagery to help participants “let go” of their preconceived notions.
Key concept: None.
21. Chapter Twenty-Two: Dynamic Following
Using the metaphor of waterskiing, I encouraged leaders to allow those they lead to venture beyond the confines of the wake. I suggested that the real energy of an organization comes from dynamic following, not dynamic leading.
Key concept: None.
22. Chapter Twenty-Three: Pool-Hall Dog
I related the story of a dog who had his jaws locked around a pool ball, trapped by his own inability to let go. This led me to conclude that to be truly free to create, we must develop the courage and willingness to let go of the strategies, biases, grievances and fears that have imprisoned us.
Key concept: None.
23. Chapter Twenty-Four: Paint Me A Masterpiece
I challenged readers to abandon their paint-by-numbers approach to life. I encouraged them to recognize that society has conned us into believing that if we simply conform to the rules, follow instructions and color inside the lines we will create a masterpiece of a life. It is a lie. I urged readers to throw away their paint-by-numbers brushes and paint their own unique masterpieces, using the colors of their individual, one-of-a-kind spirits.
Key concept: None.
Essential Questions
1. What is the “Genius Cartel,” and how can we escape its influence?
The Genius Cartel is a metaphor for the societal forces that suppress our innate creative genius. These forces are not necessarily malicious or intentional, but arise from a need for order, conformity, and standardization, which often conflict with the unpredictable nature of creative expression. To “escape” the Genius Cartel, we must embrace our inner “Fool,” the part of us that is playful, curious, and unafraid to break the rules. This requires courage and a willingness to challenge established norms.
2. What is the “Hairball,” and how can we “Orbit” it?
The “Hairball” symbolizes the dense network of policies, procedures, and cultural norms that can stifle creativity within large organizations. It represents a reliance on past successes and a resistance to new ideas. To “Orbit the Hairball” is to operate beyond the confines of this restrictive structure, embracing experimentation, innovation, and original thinking, while remaining connected to the organization’s mission.
3. How can we be both ourselves and successful within a corporate structure?
One of the key paradoxes in “Orbiting” is that finding our truest, most authentic selves within a corporate structure often requires a degree of non-conformity. It is only by venturing beyond the safe confines of the “Hairball” and embracing our unique perspectives and talents that we can make a truly meaningful contribution. This means accepting the risk of being different, challenging established norms, and seeking out opportunities for personal and professional growth.
4. How can we recognize and value the “invisible” aspects of the creative process?
MacKenzie argues that much of the creative process is “invisible” and cannot be easily measured or quantified. He emphasizes the importance of recognizing and valuing the quiet, introspective time needed for ideas to germinate and develop, rather than solely focusing on tangible outputs or measurable results. This requires a shift in perspective from a culture of control and productivity to a culture of trust and allowance.
5. How can we embrace both rational and nonrational approaches to work and life?
MacKenzie emphasizes the need for both rational and nonrational approaches to work and life. While the rational mind excels at analysis, planning, and execution, the nonrational mind is the source of intuition, inspiration, and creative breakthroughs. By embracing both sides of our minds, we can unlock our full potential and navigate the complexities of life with greater ease and fulfillment.
Key Takeaways
1. Embrace “Groping” and Experimentation
MacKenzie stresses that by sticking to established methods and procedures, we often stifle our natural creativity. Innovation often emerges from exploring uncharted territories, experimenting with new ideas, and allowing ourselves to “grope” our way through uncertainty. This means being willing to challenge established norms and venture beyond the comfort zone of proven methods.
Practical Application:
In developing a new AI product, instead of rigidly adhering to established best practices, create space for the team to brainstorm unconventional approaches. Encourage experimentation and “what if” thinking, even if it seems outlandish. Value diverse perspectives and create a psychologically safe environment for team members to share their ideas without fear of judgment.
2. Value “Invisible” Creative Activity
The author uses the metaphor of invisible creative activity to highlight the fact that much of the creative process occurs below the surface, in the realm of the unconscious mind. This quiet, introspective time is essential for ideas to germinate and take shape, but it often gets overlooked in a culture obsessed with productivity and measurable results.
Practical Application:
When building an AI model, recognize that focusing solely on measurable metrics like accuracy or efficiency can blind us to the value of less quantifiable aspects of the model, such as its ethical implications or potential for unintended consequences. Create space for discussions around these less measurable, but equally important, factors.
3. Work Harmoniously with Bureaucracy
MacKenzie advocates for working harmoniously with bureaucratic systems, rather than fighting against them. He suggests that by understanding the rules and constraints of the system, we can find creative ways to navigate them and achieve our goals. This often requires a shift in perspective from seeing bureaucrats as obstacles to seeing them as potential allies.
Practical Application:
If an AI project is stalled due to bureaucratic roadblocks, instead of confronting those in charge, try to find a creative workaround that aligns with the organization’s needs. For example, if a new software tool is needed, but approval is slow, see if an open-source alternative could be used as a temporary solution.
4. Embrace Authenticity and Imperfection
The author emphasizes the importance of finding ways to infuse our work with personal expression and authentic emotion. He argues that by letting go of the need to be “perfect” or conform to rigid standards, we can unlock a deeper level of creativity and create work that resonates more deeply with others.
Practical Application:
When designing an AI-powered product, consider the emotional needs of users. Instead of just focusing on functionality, strive to create an experience that feels personal, authentic, and even playful. This could involve incorporating humor, unexpected interactions, or elements of personalization to make the product feel more human and less machine-like.
5. Encourage Dynamic Following
MacKenzie suggests that effective leadership is less about “driving” from the front and more about creating space for others to step up and lead in their own way. He advocates for a more dynamic, fluid approach to leadership where followers are empowered to take initiative and contribute their unique talents and perspectives.
Practical Application:
When leading a team of AI engineers, recognize that their creativity and innovation will flourish when they feel empowered to take ownership of their work. Rather than directing their every move, create a supportive environment where they feel safe to experiment, take risks, and even “lead” in their own way, within the context of shared goals.
Memorable Quotes
Chapter One: Where Have All The Geniuses Gone?. 20
“Every school I visited was participating in the suppression of creative genius.”
Chapter Two: The Giant Hairball. 29
“This is a giant hairball.”
Chapter Four: Preparing For Lift-Off. 47
“…if you do follow your bliss, you put yourself on a kind of track that has been there all the while, waiting for you, and the life you ought to be living is the one you are living.” - Joseph Campbell, The Power of Myth
Chapter Eight: No Access. 89
“In physics, a linear system is, simply speaking, one in which the whole is equal to the sum of its parts (no more, no less), and in which the sum of a collection of causes produces a corresponding sum of effects…The very concept of scientific ‘analysis’ depends on this property of linearity—that understanding the parts of a complex system implies understanding the whole…The success of linear methods over the past three centuries has, however, tended to obscure the fact that real systems almost always turn out to be nonlinear at some level. When nonlinearity becomes important, it is no longer possible to proceed by analysis, because the whole is now greater than the sum of its parts. Nonlinear systems can display a rich and complex repertoire of behavior, and do unexpected things—they can, for example, go chaotic. Without nonlinearity, there would be no chaos, because there would be no diversity of possible patterns of behavior on which the intrinsic uncertainty of nature could act.” - Paul Davies and John Gribbin, The Matter Myth
Chapter Sixteen: The Power of Paradox. 149
paradox n. 1: a statement or proposition that seems absurd, intellectually self-opposing, or contrary to common belief, yet may be true. 2: a statement that is false because it contradicts itself. 3: an experience or thing that seems self-contradictory. 4: a person who exhibits contradictory or inconsistent behavior.
Comparative Analysis
“Orbiting the Giant Hairball” stands out for its unique blend of personal anecdotes, humor, and unconventional wisdom, unlike more traditional business books that focus on data-driven strategies or rigid frameworks. While it shares common ground with works like “The Innovator’s Dilemma” by Clayton Christensen in emphasizing the importance of disruption and challenging established norms, MacKenzie’s approach is far less analytical and more focused on individual creativity and personal fulfillment. Unlike “Good to Great” by Jim Collins, which seeks to identify universal principles for organizational success, “Orbiting” emphasizes the importance of individual expression and finding one’s own unique path within a corporate structure. Its emphasis on the “inner game” of navigating corporate life also sets it apart from more process-oriented books like “The Lean Startup” by Eric Ries. MacKenzie’s work ultimately provides a more personal and humanistic perspective on thriving in a corporate environment, emphasizing the power of individual creativity and the importance of finding meaning and purpose in one’s work.
Reflection
While “Orbiting the Giant Hairball” offers valuable insights for navigating corporate life, its applicability to the fast-paced, data-driven world of AI and technology might raise some skepticism. The book’s emphasis on intuition, emotional intelligence, and “letting go” could be perceived as conflicting with the need for rigorous analysis, logical reasoning, and objective decision-making in AI development. However, the author’s message transcends specific industries. In a field prone to prioritizing technical prowess over human-centric design, “Orbiting” reminds us of the importance of nurturing individual creativity, fostering a culture of experimentation, and valuing the less tangible aspects of innovation. Its key strength lies in its ability to inspire readers to embrace their unique talents and challenge conventional thinking, qualities essential for breaking new ground in any field, including AI. While the book’s anecdotal approach might lack the statistical rigor preferred by some, its strength lies in its ability to resonate on a deeply personal level, prompting readers to question assumptions and re-evaluate their own relationship with work and life.