Explaining the world one sketch at a time

Simplifying complex ideas through fun and insightful sketches. Explore topics from science, creativity, psychology, and more explained in pictures.

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Learn something new in a sketch each Sunday

Recent sketches

The business flywheel

Perhaps, like me, you’re used to thinking about bringing customers onboard as a funnel. It’s a very natural metaphor for thinking about customer acquisition. For example, you market to 10,000 people, 500 people visit your website, 50 of them put something in the basket and 10 of them buy. If you draw it out it looks like a funnel. And the next time you market you start fresh with a new 10,000. But the real world isn’t like that. Delivering a good service to your customers helps the next customers come in. Hence the flywheel model. A flywheel is typically a big heavy wheel that stores and releases energy from an engine or vehicle. The flywheel metaphor is about happy customers driving your growth. And when you think about your business this way it can cause you to make different decisions. Having more customers is like a bigger, heavier flywheel containing more energy. Happy customers speed you up, unhappy customers slow you down. Making it easier for customers to try your product reduces friction, as does making it easier for for customers to talk about and share your product. Get your flywheel big, heavy and spinning like crazy and your business is doing well. The flywheel model is from Brian Halligan at Hubspot. I’ve thought about customer funnels for literally years and I wish I’d known about the flywheel long ago. Check out Hubspot’s flywheel intro for more.…Perhaps, like me, you’re used to thinking about bringing customers onboard as a funnel. It’s a very natural metaphor for thinking about customer acquisition. For example, you market to 10,000 people, 500 people visit your website, 50 of them put something in the basket and 10 of them buy. If you draw it out it looks like a funnel. And the next time you market you start fresh with a new 10,000. But the real world isn’t like that. Delivering a good service to your customers helps the next customers come in. Hence the flywheel model. A flywheel is typically a big heavy wheel that stores and releases energy from an engine or vehicle. The flywheel metaphor is about happy customers driving your growth. And when you think about your business this way it can cause you to make different decisions. Having more customers is like a bigger, heavier flywheel containing more energy. Happy customers speed you up, unhappy customers slow you down. Making it easier for customers to try your product reduces friction, as does making it easier for for customers to talk about and share your product. Get your flywheel big, heavy and spinning like crazy and your business is doing well. The flywheel model is from Brian Halligan at Hubspot. I’ve thought about customer funnels for literally years and I wish I’d known about the flywheel long ago. Check out Hubspot’s flywheel intro for more.

7 Apr 2019

Proportionality bias

We have a natural tendency to think that big events must have big causes. For instance, in one study, participants who were told that a plane had crashed and everyone died were more likely to believe it was a terrorist incident than one in which they were told a plane had crashed but people survived. It might also help explain why, when we want to roll that big lucky number to win, we might find ourselves giving the dice an extra shake before rolling, as if the extra effort might lead to the better outcome. Normally, proportionality bias makes a lot of sense, but sometimes it leads us astray. Working with software, for example, might help train this out of us as a mere misplaced comma can bring entire systems grinding to a halt. And small changes to ecosystems, or, say, a small temperature rise on a planet, can lead to massive consequences. Proportionality bias is considered one of the drivers of conspiracy theories. For example, we might be inclined to think that someone like Lady Diana couldn’t possibly have just died in a driving accident — there must be more to it. Or JFK couldn’t have been killed just by a lone gunman — there must be a larger plot at work.…We have a natural tendency to think that big events must have big causes. For instance, in one study, participants who were told that a plane had crashed and everyone died were more likely to believe it was a terrorist incident than one in which they were told a plane had crashed but people survived. It might also help explain why, when we want to roll that big lucky number to win, we might find ourselves giving the dice an extra shake before rolling, as if the extra effort might lead to the better outcome. Normally, proportionality bias makes a lot of sense, but sometimes it leads us astray. Working with software, for example, might help train this out of us as a mere misplaced comma can bring entire systems grinding to a halt. And small changes to ecosystems, or, say, a small temperature rise on a planet, can lead to massive consequences. Proportionality bias is considered one of the drivers of conspiracy theories. For example, we might be inclined to think that someone like Lady Diana couldn’t possibly have just died in a driving accident — there must be more to it. Or JFK couldn’t have been killed just by a lone gunman — there must be a larger plot at work.

30 Mar 2019

Tsundoku

Tsundoku is the beautiful Japanese word for the acquiring and piling up of books without reading them. Constructed from 2 words loosely meaning piling up and reading. The sketch is loosely based on my parents’ bedroom while I grew up, both of whom are experienced and talented tsundoku-ers/tsundokists.…

23 Mar 2019

The Abilene paradox

The Abiliene paradox is the paradox of how groups of people can take actions that no one in the group actually thinks is a good idea. Though individually, we each may think that an idea is a bad one, we may go along with the group decision thinking that it’s just us that disagree when, in fact, no one thinks it’s a good idea. It was coined by Jerry Harvey, a management professor, who illustrated the phenomenon with a fictional story of a family who ended up on a rubbish day out to Abilene that no one wanted to do. On a hot afternoon visiting in Coleman, Texas, the family is comfortably playing dominoes on a porch until the father-in-law suggests that they take a trip to Abilene (53 miles north) for dinner. The wife says, “Sounds like a great idea.” The husband, despite having reservations because the drive is long and hot, thinks that his preferences must be out-of-step with the group and says, “Sounds good to me. I just hope your mother wants to go.” The mother-in-law then says, “Of course I want to go. I haven’t been to Abilene in a long time.” The drive is hot, dusty, and long. When they arrive at the cafeteria, the food is as bad as the drive. They arrive back home four hours later, exhausted. One of them dishonestly says, “It was a great trip, wasn’t it?” The mother-in-law says that, actually, she would rather have stayed home but went along since the other three were so enthusiastic. The husband says, “I wasn’t delighted to be doing what we were doing. I only went to satisfy the rest of you.” The wife says, “I just went along to keep you happy. I would have had to be crazy to want to go out in the heat like that.” The father-in-law then says that he only suggested it because he thought the others might be bored. The group sits back, perplexed that they decided to take a trip that none of them wanted. They each would have preferred to sit comfortably but did not admit to it when they still had time to enjoy the afternoon. More paradoxes: The coastline paradox Jevon’s paradox the liar paradox the transparency paradox the paradox of choice Also see: groupthink the bandwagon effect Harvey, J. B. (1974). “The Abilene paradox: the management of agreement”. Organizational Dynamics. 3: 63–80. Excerpt as quoted from Wikipedia :) This is not to diss Abilene. I’m sure it’s a neat place.…The Abiliene paradox is the paradox of how groups of people can take actions that no one in the group actually thinks is a good idea. Though individually, we each may think that an idea is a bad one, we may go along with the group decision thinking that it’s just us that disagree when, in fact, no one thinks it’s a good idea. It was coined by Jerry Harvey, a management professor, who illustrated the phenomenon with a fictional story of a family who ended up on a rubbish day out to Abilene that no one wanted to do. On a hot afternoon visiting in Coleman, Texas, the family is comfortably playing dominoes on a porch until the father-in-law suggests that they take a trip to Abilene (53 miles north) for dinner. The wife says, “Sounds like a great idea.” The husband, despite having reservations because the drive is long and hot, thinks that his preferences must be out-of-step with the group and says, “Sounds good to me. I just hope your mother wants to go.” The mother-in-law then says, “Of course I want to go. I haven’t been to Abilene in a long time.” The drive is hot, dusty, and long. When they arrive at the cafeteria, the food is as bad as the drive. They arrive back home four hours later, exhausted. One of them dishonestly says, “It was a great trip, wasn’t it?” The mother-in-law says that, actually, she would rather have stayed home but went along since the other three were so enthusiastic. The husband says, “I wasn’t delighted to be doing what we were doing. I only went to satisfy the rest of you.” The wife says, “I just went along to keep you happy. I would have had to be crazy to want to go out in the heat like that.” The father-in-law then says that he only suggested it because he thought the others might be bored. The group sits back, perplexed that they decided to take a trip that none of them wanted. They each would have preferred to sit comfortably but did not admit to it when they still had time to enjoy the afternoon. More paradoxes: The coastline paradox Jevon’s paradox the liar paradox the transparency paradox the paradox of choice Also see: groupthink the bandwagon effect Harvey, J. B. (1974). “The Abilene paradox: the management of agreement”. Organizational Dynamics. 3: 63–80. Excerpt as quoted from Wikipedia :) This is not to diss Abilene. I’m sure it’s a neat place.

16 Mar 2019

Choose the fast line

You’re at the supermarket. There are 8 self-checkouts and 15 people in line, there are 3 servers scanning baskets only with 5 people in line and 4 checkouts for trolleys each with 2 trolleys at each. Or you’re at immigration after getting off a plane, and you can see 3 lines each of different lengths, but it looks like they’ve just opened up another agent who’s only accessible from the right-hand line, but it already looks longer. Or there’s a jam on the highway but it looks like one lane splits into two up ahead. Or they’re checking passports at the gate and it looks like there are two people checking at one line and only one at the other. OK, chances are we probably won’t get it right, and most of all it’s worth just making peace with that and not stressing about it. But, there are times when a little counting, checking ahead and some mental arithmetic can save you a little time and give you a little glow of satisfaction. Good luck.…You’re at the supermarket. There are 8 self-checkouts and 15 people in line, there are 3 servers scanning baskets only with 5 people in line and 4 checkouts for trolleys each with 2 trolleys at each. Or you’re at immigration after getting off a plane, and you can see 3 lines each of different lengths, but it looks like they’ve just opened up another agent who’s only accessible from the right-hand line, but it already looks longer. Or there’s a jam on the highway but it looks like one lane splits into two up ahead. Or they’re checking passports at the gate and it looks like there are two people checking at one line and only one at the other. OK, chances are we probably won’t get it right, and most of all it’s worth just making peace with that and not stressing about it. But, there are times when a little counting, checking ahead and some mental arithmetic can save you a little time and give you a little glow of satisfaction. Good luck.

10 Mar 2019

The coastline paradox

The coastline paradox is the fascinating observation that it’s not straightforward to say how long a coastline is. If you were to measure the coastline of a country by using a ruler on a globe, you would come out with a vastly different number than if you were to pace around the edge. The closer you look, the more wiggles and squiggliness you come across, and instead of converging to a more accurate length, the coastline just keeps getting longer. The smaller your ruler, the longer it gets. This was originally spotted, incredibly, in the 1950s by an Englishman, Lewis Richardson, when trying to check a theory he had that the likelihood of war between countries depended on the length of their shared borders. Remarkably, he found that the quoted lengths of borders varied significantly. While measuring on maps at different scales, he saw that the smaller scale map he used, or the smaller the width of his callipers he measured with, the length systematically increased. When looking at coastlines, instead of borders, some countries had wigglier coasts, and so the length increased at a faster rate with the scale — for instance, Norway’s coastline, with it’s crinkly fjords, increases faster than Britain’s, which in turn increases faster than South Africa’s, as he zoomed in. The rate of this increase later became known as its fractal dimension. Long after Richardson’s research, Benoit Mandelbrot published a paper How Long Is the Coast of Britain? Statistical Self-Similarity and Fractional Dimension that discussed how the wiggliness of something like a coastline at one scale can be repeated at smaller and smaller scales. The work led to the later term fractals. Many other things exhibit fractal-like behaviour, such as river networks, borders, brains, frequencies, lightning, and even the stock market. There’s a super section on this in Scale, by Geoffrey West. Also see: The Mercator Projection The difference between Great Britain, the UK and the British Isles…The coastline paradox is the fascinating observation that it’s not straightforward to say how long a coastline is. If you were to measure the coastline of a country by using a ruler on a globe, you would come out with a vastly different number than if you were to pace around the edge. The closer you look, the more wiggles and squiggliness you come across, and instead of converging to a more accurate length, the coastline just keeps getting longer. The smaller your ruler, the longer it gets. This was originally spotted, incredibly, in the 1950s by an Englishman, Lewis Richardson, when trying to check a theory he had that the likelihood of war between countries depended on the length of their shared borders. Remarkably, he found that the quoted lengths of borders varied significantly. While measuring on maps at different scales, he saw that the smaller scale map he used, or the smaller the width of his callipers he measured with, the length systematically increased. When looking at coastlines, instead of borders, some countries had wigglier coasts, and so the length increased at a faster rate with the scale — for instance, Norway’s coastline, with it’s crinkly fjords, increases faster than Britain’s, which in turn increases faster than South Africa’s, as he zoomed in. The rate of this increase later became known as its fractal dimension. Long after Richardson’s research, Benoit Mandelbrot published a paper How Long Is the Coast of Britain? Statistical Self-Similarity and Fractional Dimension that discussed how the wiggliness of something like a coastline at one scale can be repeated at smaller and smaller scales. The work led to the later term fractals. Many other things exhibit fractal-like behaviour, such as river networks, borders, brains, frequencies, lightning, and even the stock market. There’s a super section on this in Scale, by Geoffrey West. Also see: The Mercator Projection The difference between Great Britain, the UK and the British Isles

2 Mar 2019

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