Showing posts with label skills. Show all posts
Showing posts with label skills. Show all posts

Saturday, November 9, 2024

Fiction versus Non-Fiction: They Don't Require the Same Skills

 

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    I am a very good technical writer (according to both sales and professional critics). I am trying to expand into the area of fiction — particularly novels. I find that the two have quite separate needs for skills. In fact, they require almost opposing skills (it is certainly possible for an author to be skilled in both sets).

Now, this newsletter is NOT meant to be a discussion of writing skills. There are many good (and great) books on that. Stephen King’s “On Writing” is one of the best in my opinion. Ray Bradbury’s “Zen in the Art of Writing” is another very good one. There are others that specialize in a particular type of writing (screenplays, children’s books, mysteries, etc.) This newsletter does not substitute for any of those. It is an attempt to call out the skills needed for each type of writing.

What is the purpose of a book? In the area of non-fiction, it is to help you to learn about something — to impart knowledge from those who already have it to those who want to learn. In the area of fiction, it is to create a world. This world will have characters (humans, feline, aliens, …) and an environment (physical, emotional, spiritual, … space). And something will happen with those characters in that environment.

I would further divide the realm of non-fiction writing into the areas of technical and explorative non-fiction. In both areas, the writer wants to convey information. In the technical area, a desire for clarity and conciseness is needed. The writer takes a broad area of knowledge and passes it along to the reader in as few words as is needed to give the reader adequate, accurate, information. If you asked a reader to give a book report on the technical book, there would be a rephrasing of the topic of the book but a summary would be difficult as the content is already a summary of the information.

Explorative non-fiction takes a topic and tries to arouse the interest and enthusiasm of the reader. Once upon a time, that might have included made-up dialog and scenarios (especially for biographies). Now, such additions may relegate the book to the fiction shelves. Still, by proper imagery and description, a book about an event in the past can be inspiring (or heartbreaking) to the reader. In this case, a summary would be possible but you would lose the “atmosphere” of the presentation.

On the other branch, fiction takes an idea and expands, expands, expands. It creates new environments, characters, situations, interactions, and “Plots” (which are really “just” interactions between the other elements). A very brief idea can be expanded into a novel or even a series. And — for that infamous book report — it can be condensed back to that original seed of an idea.

Conciseness and clarity versus expansion and imagery. These are very different skill sets. There are also different ways to present fiction. It is possible that those areas of conflict are set up by a problem, or by nature (surviving an earthquake or a crash on Mars) and the book unfolds, piece by piece, as the protagonist solves the problems that she, he, or they, encounters. Many of the early science fiction books (by scientists, and authors, such as Lester Del Rey or Isaac Asimov or Arthur C. Clarke) are of this nature.

But, it is also possible for the protagonists to create their own problems. They do this by making errors of judgement, misunderstanding each other, not speaking when they should, or speaking without thought when they shouldn’t, and so forth. If you have ever watched a movie, or read a book, and said to yourself “why didn’t they just do X — then they never would have had all of these problems?” then you have answered your own question. They did “X” so that they would have the problems to solve. This type of book (or movie) is much more prevalent in the marketplace now. I suspect that it is because of shrinking attention spans. It is necessary to have more problems, within a shorter span of time, to solve in order to keep the interest of the reader.

I can write clearly and concisely. I can also present a succession of solutions to problems leading to a desired end. I am not nearly as good at creating the characters, imagery and general world as I would like to do (but I tell myself I am improving). I am horrible at getting the protagonists to do illogical and counterproductive things. This is probably because, as an “engineer”, I am used to working to find solutions and not in creating problems.

So, writing a book requires different types of skills. Contraction or expansion. Clarity or Imagery. Possible to be great at both but, similar to spectrums of intelligence or personality traits, people are likely to be better at one end or another. How do you approach descriptions? Do you expand or contract? Do you have a conclusion in half a dozen words or do you have a chapter’s worth of wallpaper, roses, and carpets giving a world in which to base your ending?

Tuesday, February 23, 2021

The Path to Success: Why is failure so valuable?

 

     We have all encountered advice to "don't worry about failure ... that is just one step towards success". I'm certainly not going to write to contradict this advice. In my opinion, it is very good advice. However, most of the time, when this is relayed, there is no context as to WHY failure is so valuable. There are many different ways to fail and I am guessing that few people would commend people on the ability to keep failing the same way over and over. It is very important to learn from the failure. Keep making new mistakes.

     Success ... Failure. You are the one that defines those terms. It can apply to the business world, the interpersonal world, family, raising children, or anything else. Still, however you define 'failure', there is a good chance that you will have one or more episodes of failure before you approach what you define as success. What lessons can you pull out of 'failure'?

  • What you did right. First thing, recognize that you didn't 'fail' at everything you did. Hopefully you did more things right than on a previous attempt. Recognize yourself for what you did right. Make a list. Analyze them. What did you change from previous attempts to make the outcome better? Give yourself kudos for what you did right. Allow those positive aspects to inspire yourself to work on the next iteration.

  • What you did wrong. Where did the weaknesses show up? Did you try to address them as soon as you recognized them? Did a sequence of negative things occur and you only recognized it once it was too far along the wrong path? Were the things that happened universally 'wrong' or would they have been appropriate in other circumstances?

    Sometimes 'failures' occur because of others' actions. So, 'you' did not do anything wrong. But, it does no good to blame others even if they did things that led to 'failure'. You are in charge of yourself. You are in charge of your journey. How would you recognize those problems in the future? How could you compensate for those problems? Often, you have to rely on others to achieve your goals. Monitor, analyze, compensate, mentor -- but don't waste the energy on blaming. Rather, understand how to avoid it in the future.

  • Would a change in process help? Sometimes it isn't something you did 'wrong' -- it's that you did something at the wrong time in the process. You 'rushed' something or you delayed and missed an opportunity. Generally you want to think/plan, prepare, implement, review, revise but there may be sub-processes involved that must be in their own proper order.

  • Did you have the right skills to be applied (your own or others)? Certain skills are needed at different times in the process. In the example of starting a business, there are different skills needed when you are putting the business together than once the company is moving along steadily. Actually, perhaps not DIFFERENT skills but a different balance of skills. If you have a great idea and a great business plan then you might get seed money and be able to launch but you need to be able to network and investigate competition and keep track of trends to continue to be viable. "A shark that stops moving cannot live."

  • At what point could you recognize you had little chance to succeed? This is a skill that is often a criterion for leadership. Entrepreneurs make mistakes. Leaders make mistakes. People make mistakes. Sometimes you can recover from a mistake. Once you recognize there is no chance to reach your goal, salvage what you can in as good of a way as possible so that you have resources with which to start your next attempt. A long, painful, death may appear to be a good thing because it gives you more time but it may also drain resources that could be better used in other ways.

  • Did you wind up the scenario in such a way that you could try again? This is associated with the previous bullet but more a matter of burning bridges. Be honest. Be up front. If you are not succeeding, you will not make people, who have hoped you would succeed, happy by telling them everything is OK when it is not. You will lose trust. Trust and reputation are valuable aspects that are hard to build and easy to lose. Stay honorable and well-regarded.

     We are each on our own special journeys. The roads are not always smooth. Keep a spare, have tools to repair, be able to call for help, recognize when to abandon the vehicle and start walking.

The U.S. Police Service: its history and challenges

     First of all, let’s start this newsletter with an homage to all of those good, brave, honorable, kind, generous police officers that we...