What do I do? What makes my work unique?

I solve tough problems. Over the years, I’ve addressed challenges normally classified as technological, economic, legal, political, sociological, educational, and public policy. In each of those areas, I’ve analyzed challenges, recommended solutions (or at least improvements) and explained my work in plain English.

Explanation is critical. As I like to tell my students: “If you’re not learning, I’m not teaching. I’m just presenting material.” If you think my writing is clear, you’ll probably enjoy working with me and/or hearing what I have to say. If not, you might be better served elsewhere.

That approach has made me a valuable consultant, advisor, collaborator, expert witness, and teacher. When I’ve had the positioning, authority, and resources to put my recommendations into play, it’s also let me become a decent manager.

My work is most valuable—and most valued—to people or organizations seeking reform, breakthrough, innovation, creativity, or fundamental change. I’m not the guy you retain for improved bureaucratic implementations yielding minor efficiency gains.

Alas, those strengths have also made it hard for me to answer the seemingly simple question: What do I do? Here’s a partial list of keywords I’ve used in my work over the years, if you’re interested.

I’ve been able to develop experience and expertise in all of those areas because unlike most professionals, I see myself as a methodologist and a structuralist.

“Huh?” you may be asking. Fair enough. You wouldn't be the first. Let me tell you what that means—in simple English.

I believe that once you’ve learned how to ask the right questions, finding the right answers is rarely difficult. The hardest part of any assignment is convincing the people around you that the obvious answers are correct. Most seemingly intractable problems arise because the “experts” we’ve charged with solving them are trapped in flawed assumptions, models, and modes of thought.

Here’s how I operate, in five “easy” steps:

  1. Reality makes sense. If something is true—in your life, your company or organization, your data, a dispute in which you’re involved, your community, the country, or nature— it’s there for a reason. If it’s troubling, persistent despite all efforts, or just doesn’t seem to make sense, the problem is with your thinking—not with reality.
  2. Identify the system. Nothing arose in a vacuum. Everything that exists is the product of some “system” that generated it. A system is defined as a set of internal rules that converts inputs into outputs. If you don’t like what a system is producing, you’re going to have to change its internal rules, its inputs, or both.
    • In biological or physical systems, scientific laws constrain and dictate internal functioning.
    • In technological systems, algorithms convert inputs into outputs.
    • In social systems, human nature and incentives determine how people will act and interact—and what they will produce.
    We’ve now got everything we need to work backwards and understand how things got to be the way they are. We’ve come a long way towards analyzing the source of whatever challenge we’re exploring. We should now be able to explain why we’ve been stuck with it—and move on to finding solutions.
  3. When the going gets tough, zero base. When things work pretty well, we’re usually happy if we can tweak them to make them a little better. When challenges are difficult and persistent to the point that we’ve grown unhappy with reality, it’s time to get radical. Randomize. Jump out of the system. Eliminate “the way we’ve always done things” and the assumptions you haven’t revisited in years. Return to zero. Approach things as a novice. Ask the basic questions. Never let the fear of appearing dumb impede your breakthrough. Only two questions are relevant: What do we want to achieve? How can we restructure the system to move us in that direction? There’s always something. Whether it’s a chemical catalyst, a reworked algorithm, a new incentive system, or a different input population, only a changed system can offer substantially superior results.
  4. Marshal your evidence and prepare your argument. Here’s where we need to do the tough work of mastering substantive material. Knowing how to ask the right questions means that we’ll have a focused, tailored, research program. I’ve often joked that when something new interests me, I buy twenty books, read ten, and write one. Then I believe that I’ve learned something.
  5. Finally, prepare for the battle ahead. You know who doesn’t want you to solve tough problems? The folks who’ve built their lives, careers, and prestige around status quo solutions, approaches, and institutions. There’s always a ton of money and influence arrayed against reforms and breakthroughs. The toughest part of my work is rarely solving the problems—it’s selling the solutions.

That’s how I work and why I think it stands out from the crowd. Still feels a bit abstract? Are you thinking: “Sounds impressive, but I still don’t get what he does, how he might benefit me or my organization, or why I might care what he has to say.” Fret not, you’re not alone. It’s a question that’s plagued me for years.

If you’re still intrigued (Thanks for making it this far! You are valued and appreciated above all others!), here are some links you might find helpful in addressing any lingering concerns:

Constructive feedback, questions, professional inquiries, and reports of errors on this site are all welcome and encouraged. Contact me here. I respond to all good-faith, bona fide, human-originated inquiries. Feel free to reach out to Bruce Abramson directly.