I was delighted to be asked to speak about Zenko Mapping at the Marketing Society’s Brave Get Together conference last month, especially given how many people are looking for new ways of working at the moment.
I put together a little film as an introduction to Zenko Mapping, a tool I’ve been developing for the last six years or so.
It’s a mapping tool which helps you to ‘do the next right thing’, whether when collaborating with others inside and outside of your organisation, or making decisions on where to go next. It makes your strategy and tactics visible.
Once you’ve watch the film, you may want to do one of three things.
Firstly, you might want to play around with the basic Zenko Mapping template, just to get a feel for how some of your own projects might play out.
Secondly, you might do this for a bit and think “well that’s interesting, but I need help applying it with my team”.
Give us a shout here, and we can totally help with that. We’ve been exploring different ways of using it with client for years, from running rapid orientation settings with teams, to designing custom versions for whole businesses to deploy.
Thirdly, I was also making an origami fox throughout the film, and so thought I’d share the instructions for that too so you can have a go.
A short, exploratory post, prompted by the serendipitous collision in my head this past week of this thread by Jerry Daykin on proven principles for building brands at scale, and this great post by Zoe Scaman on moving from static frameworks to dynamic flywheels.
I’d like to caveat all of the below, too – the day-to-day efforts of building brands in a modern media landscape is not my wheelhouse anymore, so I would be inclined to bow in deference to Zoe & Jerry’s thoughts on this area.
Firstly, I’ve always liked to operate in worlds where many things can be true. The metaphor I employedthat Zoe mentioned, ‘if advertising is a firework, social media is a bonfire’, was very much meant to speak about the two things coming together to work.
This of course was back in 2009 or so, when it looked like community building at scale might be possible on the platforms which are now, to the amateur eye, simply ad networks.
Since then, Making Things People Want > Making People Want Things has been purposefully open – it’s not ‘instead of’, there’s room for both. I just believe there is more interesting, powerful work for me to be doing in the former, rather than the latter.
So as a rule of thumb, I’m against holding absolute positions on things. I’ve even left myself enough wriggle room in that last statement should I decide to hold an absolute position on something in the future.
Basically, it all depends. It’s context, isn’t it?
As Faris said at some point this year I think, Context isn’t everything, but it is everything else. He might well have stolen that from somewhere, but I’m definitely stealing it from him.
Anyway, to the point; I think it’s perfect reasonable to assume that both Jerry and Zoe’s positions are true, even though on the surface it might not look like it.
Part of that is the context of what sort of brand you’re working on, and the sector it operates in. This has always been true of course.
However, I wonder if there’s also something deeper going on too, in the way markets and economics works in 2020.
I stumbled into another metaphorical comparison when I was replying to Jerry’s thread, and it seemed worth capturing here, as a way to think about some more if nothing else.
It was about physics, and what happens to the laws that govern how we perceive the universe when you get down to the quantum level.
(I mean, now we’re really straying far from my comfort zone, but let’s persevere…)
The short version; classical physics told us the big rules of how the observable world around us worked. Apples falling from trees, etc. These laws worked for everything it seemed.
Then along comes quantum mechanics, proving how things work down at the atomic and sub-atomic levels. And they don’t work in the same way as the classical laws of physics.
Yet… the world we see as governed by those classical laws is comprised of a miniature world that doesn’t obey them.
Cue much head scratching, books, TV shows, TED talks and Avengers references. Things work differently down at the quantum level.
OK, which means what in terms of the two arguments?
In short, if you’re a big brand (or want to be a big brand) then there are an established, proven set of laws you can rely on. You might as well follow those, or at the very least use them as your theoretical base.
Some will be trying, and just not get there. If they’re leveraged in some way based on that achieving that goal, they’ll disappear when they don’t make it.
Some businesses will never to be big. They might choose not to be, or that choice is thrust upon them. But the won’t necessarily disappear. They will use the tools at their disposal to be the size that works for them, given their beliefs, circumstances and so on.
The technology stack of 2020 provides a perfect democratised toolkit for micro businesses – from accounting services to video production, you carry around an entire business or seven on a mobile phone.
They aren’t markets in the classical sense. Perhaps we might think of them as quantum markets?
Tightly interwoven groups and communities where some of the dynamics that don’t scale (to Jerry’s points) when building big brands actually do for smaller businesses.
It sets of a whole series of questions in my head:
– Do the laws that apply to large brands (e.g. concentrate on reach and penetration) still work the same down at that level? If not, why not?
– Conversely, can you actually take the laws which seem to govern at the quantum level, and apply those consistently and well for large businesses?
– How do we define and describe the mechanics that replace them? At that scale, does context (the who, what, when of producer and audience) distort any general lessons you might learn?
– If we start finding out how things work down here, then does it change our thinking of how it really works up there too? Does it change the way we interpret the classical laws?
Perhaps most significantly, I’d like to think more about the market context for existing players.
If you’re a large, established business in a market that is susceptible to the quantum markets phenomenon, and you can’t operate in the same way, what can you do about it?
Rather than the classical economic idea of ‘barriers to entry’, where new entrants into a market have hurdles of resource and regulation to overcome, do established players need to think about ‘barriers to entropy’? What really stops your market breaking apart under your feet into a billion little brands?
Yesterday I gave a talk on how some of the futures thinking from TENETS, specifically the Assemblage Space tool, might help teams move from current state to future state blueprints for Service Design. It was the talk I’d written yesterday’s Visual Fields post for.
It was hosted by the fantastic SDN Dallas Team (thanks guys), and the good news is that they recorded the whole shebang, including the Q&A at the end.
So grab a flask of coffee and dive in.
In addition, I’ve made the Miro board I used public access, so you can follow along there whilst listening to augment the experience. I’d be interested to hear from you if you do that, just to understand if it helps in communicating the ideas.
Finally, some folks asked about the FUTREP and How To Future cards at the end (and the forthcoming dice) – as always, the physical thinking tools side of things are over at artefactshop.com
I’m giving an online talk shortly. In an hour and half from now, to be precise.
As always, as I get closer to a talk the more ideas come to light, as the particles of information collide with each other, shedding new light on things. Sometimes, when giving talks to a room of folk, you might manage to get something in, a new slide, or a just a quick aside. You don’t want to break the linear narrative.
In these interesting times however, I’ve been experimenting with using a Miro board instead of a slide deck, and exploring ideas and thinking as more of a wander with wonders; offering some paths to turn down, some places to stop and look at, or some directions that male it clear that this path is not for today.
It means that I’ve managed to get one of those wonders in talk, but I’ve taken to here to quickly write about it first to see what I actually I think about it.
It’s about the similarities and differences between the disciplines of innovation, design and futures.
(The talk itself is on the subject of futures, to a service design network audience, so finding connections between these areas seemed important)
It’s a topic I’ve been wondering about for a while, perhaps more from a craft perspective than any other. Why do these disciplines often feel so blurry at the edges, and fall into each other (for better or worse)?
There’s definitely something about the tools and materials, and the way practitioners collect, connect and create from external information in order to achieve their goals.
The central idea which is reflected through the TENETS project I’ve been working on (Information is light, not liquid) helps support this.
Think of individual pieces of information as pixels or particles which come together to form an image, but can be reordered into a large number of alternatives views too. The information you collect, the way you recombine and order, and finally the way you show the results, is something that exists in different ways in innovation, design and futures work.
I was trying to find a suitable label, and perhaps metaphor, for those three disciplines. I’ve settled on Visual Fields.
That first image, with the overlapping areas, was by Harry Moss Traquair in 1938. It shows you different spatial arrays which can be seen by the eye when it is fixed in one position. What you can see clearly in front of you, and what’s still ‘visible’ but perhaps unknown as it sits to the edge. It feels fitting to think of the messy overlaps between three disciplines.
Then I was talking this through with Scott Smith earlier, and he mentioned spiders eyes. So I went looking online again, and found this…
“Spiders usually have eight eyes: two very large front eyes to get a clear, colour image and judge distance, and extra side eyes to detect when something is moving.”
Again, a nice juxtaposition for different disciplines; sometimes you’re very focussed on the thing in front of you, sometimes you want to get a sense of what’s moving in the wider environment around you.
Finally, the camera array on a modern smartphone comes with a range of different lens and sensors; here represented by Apple’s iPhone 12 Pro, with it’s telephoto, wide, ultra wide lenses and LIDAR scanner.
Rather than having one sensor to force all reality through, a sensing array of different disciplines should act as a complementary set of capabilities.
These three Visual Fields (and there are more, perhaps) represent ways of seeing the world, collecting the information from it, processing it, and creating the stimulus for certain actions.
What needs further thought in this encapsulation is what happens when you try and cross the inputs of one discipline into the outputs of another.
That’s for another day though, when I’m not half and hour away from giving a talk. Wish me luck.
There is a crack in everything, that’s how the light gets in
First of all, thank you to everyone who’s said nice things about this new website. And more crucially, perhaps, to those with more suggestions on how to make it clearer still. Thankfully, the design is built for iteration, and so all suggestions, improvements and comments are welcome.
The purpose behind redesigning the site is to create a space that naturally helps expand on the ideas that I’ve been pulling together over the last few months.
To do that requires more writing, talking, making and sharing. Making sure there are cracks for the light to get in. The crucial lesson then is that rather than trying to perfect things in isolation, I want to keep finding new places to talk and explore the topics with folk.
It was really useful, in this regard, that Jess and Phil at Subsector invited me to be their guest on a Subsector Short, a (supposedy) five minute discussion slot on a particular topic. I chose to see what would happen if I tried a crunchy, straightforward description of the idea that information is light, not liquid, the first of the TENET tools.
Already it’s generated some great thoughts elsewhere about the concept, and how it butts up against other conventions in interesting ways.
I’ve also put together a Miro board to walk people around the thinking. I’m gradually pulling examples and projects into as a way of developing a relevant narrative in conversation with guests.
It is a little like being a tour guide around your own head, so I’m experimenting with quick introductions and then leaving folk to wander through at their own leisure over subsequent days.
Over time, it may be something I can just open up for everyone, if there is enough DIY guide material in there that helps people follow a rough route.
Finally, as I’ve been writing about topics, ideas naturally occur to me on how to visualise them.
For instance, one of the tools, Kaleidoscopes, is based on some work called Flow Engines which I talked about way back in 2014, at things like Brilliant Noise’s Dots Conference, and the Happy Startup Summercamp.
It evolved into the Smithery logo too, a glanceable glyph to continually prompt a way of setting up productive working practices.
What evolved in combination with the new thinking was a need to accentuate the visual aspects of work more – especially relevant when thinking about when planning and running workshops remotely. How do you make sure people see the elements being ‘brought to the table’ and make connections they otherwise wouldn’t have?
The Kaleidoscope metaphor was a natural fit here, as a way of reminding people that no matter how creative the output, the inputs can be quite delightfully mechanical. You need to put all the materials together in such a way that participants can simply twist the devices themselves to see new possibilities. A simple bit of After Effects helps bring that to life, I think.
(And it also gave me the chance to make a GIF of a classic moment from High-Rise…)
If you fancy a tour of the board, do let me know, I’m really interested in the opportunities people can see for the tools for teams in a wide variety of different work. More soon.
I wanted to expand on a new idea I’ve been working on, Assemblage Space. I was invited by Steve Simmance to give a short talk as part of a Future of Work Forum he was setting up for some clients. They were looking to take part in a conversation with other likeminded leaders about the Future of Work given all that’s been happening in light of the COVID-19 pandemic.
It was a short, punchy, useful intervention it seemed, so I’ve recorded an audio track for it, and uploaded it below.
Most pertinently for me, the talk was delivered on the last Friday of July, which is typically when the Innovation and Future Thinking course I now lead at IED in Barcelona finishes. And the last day is presentation day, when the students in their groups come back and show what they’ve been working on – presentations, prototypes, experiences and the like – which point to a type of future they foresee in Barcelona.
The course was originally set up by Scott Smith of Changeist, of course – he led it, I came to teach on it for a couple of days, then we swapped over four years ago. We’re both missing spending time in Barcelona this year, with the students, our friends who come in to teach on the course (Christina Bifano, Natalie Kane, and Elisabet Roselló all joined us last year), and the brilliant staff at IED.
Somewhat tellingly, Scott and I seem to be trying to replicate some of the experience by making Spanish foods through this summer too, and sharing pictures as we go, as if it’s some niche, alternative universe Instagram…
Short PSA:If you want one book to read this Autumn, it’s Scott’s How To Future, which expands on everything which went into setting up the course in the first place and a whole lot more.
Anyway, what I’ve been doing in the absence of the course is reimagining some of the tools, methods and approaches we’ve used over the last five years.
With a title as broad as ‘Innovation and Future Thinking‘, the course covers a fair bit of ground, and the balance each day across the two weeks is to give students something to learn and take away, but also practice in applying it a practical sense. Each year, there are always thing that get dropped out in favour of other tools, or included because of the context of the class.
At first I was doing this with a mind to having an alternative ‘online’ version to offer in replacement of being there; how to teach in shifting pockets of time with global audiences and small groups, recording the presentation parts, breaking up into small tutorials throughout the day, making sure there were clear threads running through everything so that people could follow along from wherever they were.
Whilst the possibility of running an online version quickly faded (so much of the course, and our research material, is about bringing a wide selection of people together who often have little in common apart from the city itself), my own work continued.
It expanded into a full revision of basically everything in the Smithery kit-bag, with a permeating theme running through everything – the talk I did earlier this year, The Blacksmith Makes Their Own Tools, really helped me see that all of the work I’ve done in the last twenty years is around information as illumination, and suddenly a lots of things came together in a way they hadn’t before.
I’ll no doubt be talking about this a lot in the months to come as it evolves, but in short each section is an idea to hold onto, either in isolation or combination with some/all of the others, and is comprised of an essay and a model to help Identify & Illuminate, or Focus & Frame.
I just want to touch briefly on the last one, Assemblage Space.
It has it roots in the adaptation we made for the course of The Futures Cone, best explained here by Dr Joseph Voros (its most famous exponent).
Over the years, working with both students and clients in practical ways with the Futures Cone, two things have become apparent to me.
The first is that the boundaries should look as impermanent and uncertain as possible. People can and will get fixated about getting ‘the answer right’, and fitting their groups of signals, or whole scenarios, in a certain place.
Is this a Plausible Future?
The more solid the cone becomes, the more rarefied, the less useful it is.
You should fight against the trend of making lovely, designed versions of the Futures Cone with gradients, different coloured cones and so on; though they are perhaps logical in the act of making a nice presentation, they are not helpful for you in the practical application for the method.
Hence the point in the talk at the top; there is no cone. It is a container that help sets an enquiry off at the beginning, that sets some rules for participants about how they might start thinking of the research they do and the ideas they pull in, but you should work hard to make the cone disappear through the process.
The second thing that’s become apparent is that it’s useful to identify ‘other spaces’ to sort information in, rather than just the forward looking boundaries of the cone itself.
Assemblage space, or A-Space, is my way of making people think about the research and ideas they gather in a wider way. Assemblage Space is no more real than the Futures Cone, it’s just a device to help tease out information and connect it in different ways.
Assemblage is a term I’m pulling in from the philosophical definition – “Assemblage theory provides a bottom-up framework for analyzing social complexity by emphasizing fluidity, exchangeability, and multiple functionalities through entities and their connectivity.” – without trying to get pulled too far into that particular rabbit hole.
There are six spaces on the map; I’ll talk about the four Over/Under spaces another day, but for now the point about going backwards to look forwards is what I want to concentrate on.
As people begin to populate the cone with information, we need to recognise that they have not made this stuff up. Even if the idea they pull in is seemingly from their own head, not based on research at all, the world around them, and their experience so far, has led them to that point.
So the key question becomes – “where does that come from?”
Reflecting the areas of the Futures Cone (Probable, Plausible etc etc), I found it helpful to think about the lived experience of the past, and what evidence we have.
Firstly, there’s tangible things, the things we can point to in the world. A bus stop, or a can of tuna.
Then there are intangible things; we know they exist, and they are part of our lives, and we can prove it by chasing down the visible aspects if we tried. A corporation, a press release, or a Pikachu in Pokemon Go.
Then there are things which are remembered collectively by people, but no longer exist. A long-defunct tram system in a city, or (the infamous) white dog poo.
Finally, there are things we’ve forgotten; sometimes they are waiting to be rediscovered, oftentimes not, and can only be summoned by inference.
These four things (Tangible/Intangible/Remembered/Forgotten) seem so far to be a useful way to start unpicking the “where did that come from?” question, and naturally help people focus even the most flippant futuristic notion in some vestiges of evidence from the past. It helps test the assemblages you bring together by grounding them in evidence.
Thinking back to last week, from the Future of Work perspective it helps you think about not just a continuation of the near-past, but makes you examine further ideas which may have been lost to time with different technologies.
One of the topics that came up in the forum was trust, and how leaders need to trust people working at home more to get on and do their jobs.
Thinking back to a pre-email work life though, how were people trusted then? When leaders didn’t have the chance to have an electronic record of conversations, decisions and actions? Where did trust live in companies, and what can we learn from that for now?
To finish then, this is a partial view of the practice, of course, but I hope a useful one in that it makes an abstract thing more practical. Practicality has been a theme running through the course at IED since the beginning.
Indeed, one year, at the final presentation, I decided it would be a good idea to draw parallels to the Susanna Clarke book Jonathan Strange & Mr Norrell, about the emergence in 19th century England of two ‘practical magicians’, much to the initial scoffing and disdain of the ‘theoretical magicians’, groups of learned men who would gather in taverns to discuss magic but not ever actually do any.
It was, to be honest, a little lost on the audience at the time (the strange Scottish man is saying strange things again…), but perhaps the point is more pertinent now; in these strange times, we need more practical futuring.
I went to our local high street today in Haywards Heath. I had an errand to run; my watch battery ran out two weeks into lockdown, and I wanted to get it fixed at the independent jeweller (hey, kids, support local businesses where you can).
Knowing I’d have an hour or so to wait, I took my camera (and mask), and looked around at what a high street looks like when its trying to reopen in the age of COVID-19.
The graphic designers of Britain have certainly been busy.
And individually, they’ve no doubt interpreted the prevention strategy of each individual shop or organisation as best they can, to communicate to shoppers what is expected of them, and what staff are doing in return.
But together, as an experienced the extraneous cognitive load on the working memory of shoppers is certainly substantial. As you move from shop to shop, you would find yourself navigating through slightly different interpretations of the broad rules. Sometimes it’s 2 metres, sometimes it’s 2 metres if you can. Some places, only one person per household. In others, one person per household plus one child.
It doesn’t help that a lot of the instructions are in full brand regalia, and so it takes a second or two to locate where the information is.
All in all, it feels exhausting, through the inconsistency.
Perhaps now is not the time for freedom of expression. If the powers-that-be want high streets to function for shoppers, I wonder if it wouldn’t be better to have centralised production and distribution for communicating how to shop. Consistent posters, stickers, floor graphics, window vinyls and so on; same colours, shapes, instructions.
Perhaps in the age of COVID-19, the high street needs traffic signs, not billboards.
I’ve been thinking a lot about Assemblage. It’s been prompted by Anab’s inclusion of it in her More-Than-Human-Politics manifesto, pointedly positioned against Systems (“Assemblages are diverse, indeterminate and precarious… Acknowledging the entanglements without the desire to have the ‘full overview’”).
It also took me back to some of the thinking I originally did around Artefact Cards specifically, and more recently working with information particles generally, and a few other conversations and pieces I’ve been working on in the background.
This week, I started playing with a short explanation, which felt worth sharing:
An assemblage is like being dealt a hand of cards for the first time, in a game you don’t know the rules for.
You have these five cards in your hand, of a mix of suits and numbers, and you have to work out what to play, and how to do it. When the time comes, you play some cards as best you can, but you lose that first hand. Yet you saw what was going on, and figure that you might have a better chance at working out the overall game come the next hand.
Except when you are dealt your new hand, it contains a new suit you’ve never seen before, and a number that you didn’t know existed. You’re not sure what the new suit means (is it more senior than other suits? Equal?), and from what you know of numbers, you try and establish where this one might fit in a ranking. Additionally, the previous work you put in to trying to establish the rules of the game is now potentially of lower value, though it’s hard to let go of answers you think you’ve worked out.
You play, and of course you lose that hand as well.But again you learn more about how to sort through the cards you’re likely to be holding in the next round.
So when the third hand arrives, containing another unfamiliar suit, moderately taxing algebra, a postcard from a relative, and some cheese and pineapple on a stick, you’re at least a bit more prepared for the possibility that different things will turn up that don’t fit in with your expectations.
Thinking in systems asks that you work out the rules of the game.
Thinking in assemblages helps you become better at playing the hand you’re actually dealt.
Postscript: There’s a lot of diverse and interesting debate and discussion around what Systems Thinking actually is, of course, but I’m blithely operating under the following rule of thumb for now – “If you mean constantly moving and changing things, maybe you shouldn’t use the word ‘system’?”
There’s been a lot of attention paid to a comment that Jes Staley, CEO of Barclays, said on Wednesday 29th April 2020 in comments to reporters.
“…the notion of putting 7,000 people in a building may be a thing of the past.”
The emphasis of that statement is about the infrastructure itself, and the notion of a centralised office.
Yet we were playing through some future scenarios earlier this week for a client project, and started wondering if there’s an underlying, pointy realisation that emerges for this business and others like them in two to three years time.
What if it’s not so much the building they don’t need, but the 7,000 people instead?
And if everyone works from wherever they just happen to be, is it just easier to let people go automatically, discreetly. You can’t storm into the HR office if there is no HR office.
One of the conversation threads in our breakout group was about clutter. We’re spending much more time in our homes, and so undoubtedly eyes and activity will turn to the things we’ve accumulated over the months and years. What to keep, what goes.
Another person drew a lucid picture of great tension point; we’re being told that the economy must restart again, which is basically a veil for increased consumption.
Hence the cunning wheeze of extending Sunday shopping hours, which feels like a doomed trick from the eighties economic playbook. If you really think people aren’t confident in spending because the shops aren’t open long enough on Sundays, I have some miraculous hair oil I want to talk to you about.
The theme that year was about Designing the Future, and whilst I was uncomfortable in claiming or assuming that it was our future to design (which still remains my view), as part of the metadesignstance I talked about, a word popped into my head the day before the conference… it often happens the night before, as you’re sweating over the slides.
I don’t have a crunchy description of exactly what it is. I referred to it again in a talk called The Oliver Twistat the RCA, but it’s an idea that every so often creeps up on me then I wonder what exactly to do with it, or how to articulate it.
Leastmodernism is about trying to harness a similar energy around solving societal problems that existed round modernism (for all its flaws), in a way that focuses efforts on what we are not doing, rather than what we are. It happens in pockets perhaps, and certainly can find allied concepts in parts of things like the Green New Deal.
How do you starting building an economic model around it, though? There’s something about drawing the connections between the thing, the creator, the customers, the money and the brand. We can take a stance that money is just a construct, as are brands. These two constructs float around the actual thing ‘made’ in the middle. Then a lot of the connections circumvent the actual thing in the middle:
Which perhaps opens up an opportunity to think about what you might do to replace that thing. Is it possible that money can flow from customers to creators, building a shared sense of what the brand means as a connection between people, but without the impact (or better still, negative impact) in the middle?
This might be the year to start thinking and articulating this more, but for the time being, the proxy I’m using is Mr Prosser’s Bulldozer.
Mr Prosser, of course, is the man from the council in Hitchhiker’s Guide to the Galaxy, who is trying to knock down Arthur’s house. Arthur is lying in front of the bulldozer, preventing it from doing so.
Then Ford Prefect, in order to whisk Arthur away, comes up with a cunning ruse… well, you might as well just read it for yourself:
Ford looked across to Mr. Prosser, and suddenly a wicked thought struck him. “He wants to knock your house down?” “Yes, he wants to build . . .” “And he can’t because you’re lying in front of his bull-dozer?” “Yes, and . . .” “I’m sure we can come to some arrangement,” said Ford. “Excuse me!” he shouted. Mr. Prosser (who was arguing with a spokesman for the bulldozer drivers about whether or not Arthur Dent con- stituted a mental health hazard, and how much they should get paid if he did) looked around. He was surprised and slightly alarmed to see that Arthur had company. “Yes? Hello?” he called. “Has Mr. Dent come to his senses yet?” “Can we for the moment,” called Ford, “assume that he hasn’t?” “Well?” sighed Mr. Prosser. “And can we also assume,” said Ford, “that he’s going to be staying here all day?” “So?” “So all your men are going to be standing around all day doing nothing?” “Could be, could be . . .” “Well, if you’re resigned to doing that anyway, you don’t actually need him to lie here all the time do you?” “What?” “You don’t,” said Ford patiently, “actually need him here.” Mr. Prosser thought about this. “Well, no, not as such . . .” he said, “not exactly need . . .” Prosser was worried. He thought that one of them wasn’t making a lot of sense. Ford said, “So if you would just like to take it as read that he’s actually here, then he and I could slip off down to the pub for half an hour. How does that sound?” Mr. Prosser thought it sounded perfectly potty. “That sounds perfectly reasonable . . .” he said in a re- assuring tone of voice, wondering who he was trying to reassure. “And if you want to pop off for a quick one yourself later on,” said Ford, “we can always cover for you in re- turn.” “Thank you very much,” said Mr. Prosser, who no longer knew how to play this at all, “thank you very much, yes, that’s very kind . . .” He frowned, then smiled, then tried to do both at once, failed, grasped hold of his fur hat and rolled it fitfully round the top of his head. He could only assume that he had just won...
Now, the obvious problem in drawing this parallel is whilst Mr Prosser doesn’t knock Arthur’s house down immediately, he does eventually.
Therein lies the trick. How do you hold back Mr Prosser’s Bulldozer indefinitely?
*Yes, the breakfast is a welcome space to connect, it’s not a room though. Off the back of another participant describing the rooms in her house, I realised how much I miss walking into rooms. Rooms that I don’t know, know barely, or know well. Subconsciously scanning, sitting down or leaving.
I’m looking forward to walking into other rooms again.
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