Archive for the 'Interviews' Category

An Interview with Allworth Press Publisher and Founder, Tad Crawford

Friday, October 17th, 2008

Tad, what’s your background–and how did you start and grow your own publishing company?
I’m an author and attorney as well as a publisher. I started teaching writing at the School of Visual Arts (a New York City college) and discovered that my artist students had no idea of what would happen after graduation in terms of making a living. I began teaching courses on business for artists, wrote a number of books (including Legal Guide for the Visual Artist), and in 1989 founded Allworth Press to help creative professionals. From our modest beginnings, Allworth Press today publishes 30-35 titles annually and has a staff of twelve.

Our success can be attributed to careful targeting of untapped niche markets, selectivity in choosing titles, development of unusual sales channels, control of production costs through competitive bidding, and tight management of our inventory.

Can your name a few book titles your company has published?

  • Designing Logos: The Process of Creating Symbols That Endure
  • Get the Picture? The Movie Lover’s Guide to Watching Films, 2nd Ed.
  • Performing Arts Management: A Handbook of Professional Practices
  • Making It on Broadway: Actors’ Tales of Climbing to the Top
  • ASMP Professional Business Practices in Photography, 7th Edition
  • Emotional Branding: The New Paradigm for Connecting Brands to People
  • Starting Your Career as a Freelance Illustrator or Graphic Designer


Do writers need an agent?

Allworth Press rarely deals with agents. We are a niche publisher of books to help creative professionals (such as artists, designers, and photographers) succeed in their business. If an author can show how his or her work relates to what we do, we’ll give it serious consideration. This is true for most niche publishers, and most of the smaller publishers are niche publishers.

What single piece of advice would you give to a writer looking to get his/her manuscript published?
Study what houses publish books in the same field as your book. Make certain that you are submitting to a publisher that might be suitable for your work. Show the suitability in your cover letter (such as by pointing to a previously published book that appears to have done well and is related to your book).

What is the average advance publishers are paying authors for a book these days?
This is very hard to answer, because bestsellers get one kind of advance and more obscure books get a much lower advance. To generalize, I would say most advances are under $10,000. The important point here is that an advance is merely that–an advance against royalties to be earned in the future. It’s important that the royalties are earned because the publisher is unlikely to want to continue publishing authors whose books don’t earn out their advances.

How are writers utilizing the Internet to promote and sell their books–and is this usually done in conjunction with the publishing house?
Writers are creating websites for themselves, for their particular books by title, and are also blogging. This is usually done by the initiative of the author and is an attraction to the publisher. Publishers prefer to work with authors with a “platform,” which is a preexisting way to publicize or market books.

What do you think of the new breed of online self-publishing services such as Lulu.com–is it ever worth a writer’s time, effort and money to self publish?
Self-publishing is a good idea if the author can sell his or her own books effectively (in which case it becomes important how much the author has to pay for them), if the credential of a published book will be of value, or if the personal pleasure makes it worthwhile.

Would you mind sharing an insightful story about the publishing industry?
In 1977, the first edition of Legal Guide for the Visual Artist was published. Eventually I received the rights back in the book. In 1989, the third edition of Legal Guide for the Visual Artist was the first book published by Allworth Press. It’s now in its fourth edition and has sold over 100,000 copies in its lifetime. So it’s important to keep projects alive. Intellectual property has a long life and may have value in ways that can’t be foreseen early on.

10 Useful Definitions for Effective Change Management

Tuesday, October 14th, 2008

Did you know that successful communication is consistently cited as a critical factor for affecting successful change? The right amount of timely, meaningful and consistent communication–targeted to key stakeholders–increases understanding, adoption and commitment from those who are involved. To reach that level of buy-in, it’s important for organizational leaders to have a solid understanding of stakeholder awareness, attitudes and beliefs, expectations, readiness and openness to change–followed by communication that resonates with their needs and concerns.

Most companies want change implemented with the least resistance and with the most buy-in as possible, so communication is critical. For this to occur, change must be applied using a planned approach that addresses all relevant constituents so that conversion from one type of behavior to another organization-wide will be as smooth as possible .

According to Kathy Stershic, president of Dialog Research & Communications, a San Francisco Bay Area change management communications firm, successful change management initiatives that her company has been involved with help to “bridge the gap between where companies are and where they need to be.”

A change management project on the right track can answer challenging questions such as:

  • Do employees understand the strategic changes in your organization?
  • Is the business imperative behind key change clear, credible and accepted?
  • Are communications properly mapped to your organizational objectives?
  • Is your organization ready and aligned to support your strategy?
  • Is the message from Leadership really being heard and understood?

Stershic says that to achieve the required outcomes, it’s important to take the time to assess a company’s business requirements, bring focus to key business questions relevant to the situation, gather intelligent information, cull out key issues and insights, and then assimilate the learnings into actionable plans that address the need – whether it’s to fix a problem or to exploit an opportunity.

Here are ten useful change management definitions:

  1. Stakeholder – A person who directly or indirectly affects or can be affected by a change, in a supportive or an obstructive way. In organizational change situations, stakeholders can be a directly affected team, adjacent teams, partners, supply chain members or even customers.
  2. Change Sponsor – The person accountable for driving the change or business initiative down through their business organization. The Change Sponsor creates the vision for the end state, commits budget, resources and the time needed to remove obstacles to the project’s success. S/he determines policies/procedures that will impact the business and key stakeholders, champions the business case for change and supports the Change Agent(s). May also be called the Executive Sponsor.
  3. Change Agent – A person, usually one of several, who is responsible for making change happen. A change agent helps specific stakeholders through the change process, understanding their needs and concerns, relating the impact of the change to the stakeholders, communicating benefits and the value proposition, diagnosing problems and helping resolve issues. May also be called Change Champion.
  4. Alignment – Ensuring that competing priorities are managed to have the right focus on the change project, and that there are consequences for non-compliance. Alignment yields a common vision and direction for a change, and drives prioritization, accountability and adoption of a new end state.
  5. Change Capacity – An organization’s collective ability to accept and incorporate change. Change capacity can be increased, by increasing people’s understanding of a change and its various impacts, their commitment to it, their ability to implement it, and providing the correct infrastructure to execute change.
  6. Commitment – The state where individuals acknowledge and internalize that they share responsibility for the success or failure of a project or requirement, and they take ownership and initiative to improve processes, tools or team morale to make it happen.
  7. Change Overload – The condition of an individual or group reaching a point of diminished performance or lost effectiveness resulting from a disruptive organizational change. This may be caused by work overload, time pressures, competing priorities, loss of security and confidence, uncertainty about the future and/or the need to learn new skills.
  8. Resilience – An individual’s ability to deal effectively with pressure, recover quickly from setbacks, and remain optimistic and persistent under adversity. A person can remain resilient during a limited time period of disruptive change, but this is not sustainable unless there is ultimately a balance between personal and work demands.
  9. Workforce Readiness – Employees’ degree of openness to acceptance of a change. This is based upon their knowledge and understanding of a change initiative, their expectations about it, and the preparedness of the people and infrastructure required to successfully execute on a new end state.
  10. Communication – An interactive dialog between two or more parties; an exchange of ideas or opinions– not one-directional information push. Timely communication increases commitment and adoption rates by providing the ‘why’, ‘what’, and ‘how’ of the change – to the right people at the right time, over the duration of the change, and includes feedback loops to determine effectiveness and needed adjustments.

Dialog Research & Communications helps business leaders communicate effectively through change—blending senior business expertise with Fortune 500-proven tools for objective Stakeholder Assessment, Communications Planning and Implementation, Workforce Readiness and Change Leader Assessment. Partial client list includes Adobe, Cisco, Oracle, PeopleSoft, Red Hat, Sun Microsystems, Ford Credit and Xerox.

Contact Information:
www.dialogrc.com
kathy@kstershic.com

A Conversation with Michael Joyce

Monday, September 15th, 2008

Michael JoyceMichael Joyce is a prize-winning novelist and a professor of English at Vassar College. Joyce’s works include the hypertext fiction novel Twilight, A Symphony, and the much celebrated afternoon, a story. Joyce has been active in the interactive and collaborative arts communities for many years. I had the pleasure of interviewing Michael via phone some years ago. Here is an except of that conversation.

Q: How do you define hypertext fiction?

Joyce: From the beginning, I referred to hypertext fictions as multiple fictions. Not because I wanted to steer attention away from the technology or the modality of the telling, but because my own experience reading and teaching these fictions is that they are, in some sense, almost lifelike structures. I say this because a good deal of my recent writing life has been devoted to steering people away from the notion that these things are branching fictions and to try to elucidate what, in fact, they are if they are not branches. For me, the term “multiple fiction” gathers much more the sense of what these things have (which my students tend to call an “oddly lifelike quality”).

Carolyn Guyer, the hypertext writer, says “the thing about hyperfictions is that, for art, they tend to be extremely lifelike.”

Hypertext fiction tends to be closer to our normal experiences—the narratives that make up our lives. Closure is a matter of rhythms and of transient episodes…where we find the story of our lives and the story of the things that are important to us in successions and recurrences. The term “multiple fictions” or “multiple stories” seems to capture that for me. [Laughs] Of course, after using it for a decade and not seeing it catch on, I leap at any opportunity to mention it.

Q: What are the common misconceptions about hypertext fiction?

Joyce: Sometimes when I give a reading someone will say, “Isn’t this every writer’s dream? You can throw in all your back story—you don’t have to cut anything. It’s so undisciplined.” Usually, those comments are from people who haven’t read really good hypertext fiction. Many writers fail to realize that there is a great deal of composition in this format.

Another misconception is thinking of hypertext as branching. Hypertext is not about a story and its variations, but, rather, the inner possibilities of the story. A better term is multiplicity. We don’t go about our lives like branches.

We choose our lives instead by inclination, by urges, by happenstance, or seductions. A third misconception is to think that links are notes or annotations. As soon as the reader clicks a hyperlink, one must ask, How much more does the reader understand about the way this story is unfolding? It shouldn’t be simply that you are getting another episode; it should be that you are coming to understand the way the characters think or see their lives. Too often, you see a poorly crafted narrative Web site where you see the word “sex” and you know that if you follow that link, you will go to a sex scene. If you click on “soccer,” you will get a sporting contest. Language and storytelling rarely work that way. The things that are sexy to us sometimes are soccer matches—sex can sometimes seem like a contest. You want to evoke for your reader a sense of discovering story. The link doesn’t just get you to another part of the story, the link is part of the story.

Q: How does Twilight, A Symphony differ from afternoon, a story?

Joyce: I am willing to claim that some things I did in creating afternoon, a story were original. In fact, I’ve been deemed the originator of some art form, or at least, a first something. But when you are a first, you come to a certain humility. You become aware that what you set in motion is not under your control.

If somebody deems your creation a literary art form, they will create works which test your understanding of what it was you thought you were doing. In Twilight, there were a lot of obvious changes. Unlike afternoon, I included graphics, sounds, and QuickTime movies in Twilight. I tried to be very careful not to just seed things throughout the work because it was possible. I tried to define the relationships between the sounds, images, and the text. There were also hypertextual changes. In afternoon, there aren’t any long screens. Part of that was due to the fact that Storyspace, the hypertext system Jay Bolter and I created, was designed for the Macintosh classic and its little ice block–size screen. We only had so much textual space to work with. Partly though, it was due to the fact that we wanted to move the story along in bite-sized, pulsing rhythms. When I came to write Twilight, I bridled under my own discipline and went back to very long scrolling windows in some cases. I love the sense of the text sort of taking you beyond the point were you can hold onto it.

Another change is the overview or libretto. For over a decade now, I’ve been interested in whether there is such a thing as true interactivity. Because true interactivity, to me, means that the story would change as a result of my reading it. I don’t know of any stories or systems as yet that are truly interactive according to my definition. It strikes me that a fundamental aspect to creating true interactivity is that the reader in some sense, has to share a conceptual map with you. To share an idea of what the scope of the work is so that she can, at various turns, test her sense of how this landscape is evolving against what she perceives to be your sense of it.

In Twilight, it starts with a screen I like to think of as a libretto, something that says, Here’s what was going on before you got here. However, it is written quite consciously in the prose of something like the Texaco Saturday Opera. At a time when Texaco used to sponsor radio operas, they would have these librettos where there was this odd third person telling of the story to come. It sets in motion a set of expectations and rhythms and thematics that are not met by the opera.

Where afternoon gave you few cues of its wholeness (and the user had to discover the big picture through its linking), in Twilight, there is an overview of sorts. An overview, which is, in itself, part of the work. It’s not really front matter. It’s not direction. It turns out to be an active part of the story too. The question I pose in Twilight is, who is this voice here?

Q: Tell me about your most recent project, Twelve Blue.

Joyce: Twelve Blue is the first project I’ve written directly for the Web. It was co-published online by Eastgate Systems and Postmodern Culture.

In Twelve Blue, as in all of my interactive fictions, voices come and go. It’s a pronominal sense of English—the fact that language allows you to have one character merge into another. Not in a morphing way, but in a way that, viewing the same screen or similar screens in different sequences, it can seem to be one or another of the characters.

For example, one scene in Twelve Blue finds two drowning men. One is a very bad man and one is a good and very innocent man. At different times, they share the same language on the same screens. The technique allows my themes and variations to become almost musical. When readers come upon these voices, they see the text differently.

Twelve Blue (excerpt) “a white witness”

He settled like the tide, then sank eventually, floating aimlessly and softly, not at all like a log but languishing and plump, a white witness to the darkness.

After the first spike of pain and the panic there was a settling sense of inevitability, the body pitted against itself, both longing for breath and at the same time snuffing it with each gulping inhalation of the frigid, pungent water. The first swallow tore against his lungs but successive ones softened them and made him heavy. Soon he was beyond panic.

There was a pinging echo as if someone hammered against a nearly empty air tank with a wrench.

A sense of someone swimming nearby in dark water.

A woman came to visit him bearing a garland of dried vines strung with flowers of various shades of blue and a few stray blossoms of pink and yellow. She sang a strange song of a Portuguese sailor and a witch. Above him water lilies floated like green clouds. They were tethered to the muck on swaying cords of soft green. Another girl signed his name over the water, singing as she formed the letters.

Q: Is multiple fiction a new art form?

Joyce: There is an absolute newness to it, but before I even talk about that, it seems important to point out that newnesses don’t spring out of nothing. Newnesses are, in fact, a result of successive attempts and experiments. It seems obvious that throughout the twentieth century, there has been an attempt on the part of various writers to open up the ability of the story to talk to itself, to talk to its readers, to contain multitudes. For instance, James Joyce, Gertrude Stein, Virginia Woolf. The computer has not created these media as much as enabled them. There has been this longing for multiplicity and complexity throughout the twentieth century.

That said, the absolute newness that I think exists here is that—here let me digress a minute. . . . There is an odd backlash going on now in the mainline culture where, with the advent of the Web, hypertextuality is establishing itself as a cultural reality. I find colleagues and literary critics saying, “Well look, the book did all this. The book can do all this. The book sustains multiple stories and can reflect consciousness and do all the things that you want to claim as unique to hypertext.” What the book doesn’t do—and that is the newness here—is change every time you read it. I mean literally change the presentation of the text in a way that a very complex disk-based hypertext fiction does. Even Web fictions, which have less complexity yet have the advantage of being increasingly universally available; any reader on two successive occasions reading the “same hypertext” will discover that the work presents itself differently. So that when you come to discuss your experience of reading a hypertext work such as afternoon, a story or the Web fiction Twelve Blue, with someone who has read it, one of the things you inevitably have to do is discuss with one another what your experience with the text was. What is it that you saw? What is it that you read?

Now I realize that if you put a few students together and ask them to read and discuss Madame Bovery, each of them will have had a different interpretation of the text too. If you ask them to explain their thoughts, they will point to different pages in a way that someone could argue that the reading changes depending on the reader. But, you wouldn’t say to the group of readers, “Did you read page fifty-seven after reading page fifty-six?” In hypertext, you find yourself in that position. Did you see this screen? Did this happen? In my reading, this scene followed this, which made me think she was afraid. Someone else might say, “No, in my reading, the second scene came first and I found that she was much more confident.”

These conversations sound vaguely game-like when you first hear them, but they are actually very old literary questions—how we see character and how we see event. They are, in fact, the satisfactions of the form. What is it that sustains the form? What sustains them is the psychological reliability of knowing that as we view the events of our lives from multiple perspectives, they seem to show up differently.

Many Luddites and others in the academic community argue that our ever increasing reliance on visual communication will kill the word. I don’t think that’s going to happen. The word now takes on a very interesting power. Words can do some things that images can’t. Words in conjunction with images can do some things that neither can do alone.

Hypertext, like life, is subjunctive—as in, “it could have been otherwise.” Had I only made this turn, my life would have been different. Our lives take on a certain sadness and a certain glory because when you choose one path, that means you haven’t chosen another hundred.

Q: That reminds me of the famous stanza from Robert Frost’s poem “The Road Not Taken”: I shall be telling this with a sigh, Somewhere ages and ages hence: Two roads diverged in a wood, and I—I took the one less traveled by, And that has made all the difference.

Joyce: That is true. There could be someone down the other path who could be saying those same or similar words. That’s what makes great stories. It’s what keeps an audience coming back.