Why tech needs the humanities | Eric Berridge

154,214 views ・ 2018-05-22

TED


Please double-click on the English subtitles below to play the video.

00:12
You've all been in a bar, right?
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(Laughter)
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But have you ever gone to a bar
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and come out with a $200 million business?
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That's what happened to us about 10 years ago.
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We'd had a terrible day.
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We had this huge client that was killing us.
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We're a software consulting firm,
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and we couldn't find a very specific programming skill
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to help this client deploy a cutting-edge cloud system.
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We have a bunch of engineers,
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but none of them could please this client.
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And we were about to be fired.
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So we go out to the bar,
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and we're hanging out with our bartender friend Jeff,
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and he's doing what all good bartenders do:
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he's commiserating with us, making us feel better,
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relating to our pain,
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saying, "Hey, these guys are overblowing it.
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Don't worry about it."
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And finally, he deadpans us and says,
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"Why don't you send me in there?
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I can figure it out."
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So the next morning, we're hanging out in our team meeting,
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and we're all a little hazy ...
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(Laughter)
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and I half-jokingly throw it out there.
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I say, "Hey, I mean, we're about to be fired."
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So I say,
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"Why don't we send in Jeff, the bartender?"
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(Laughter)
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And there's some silence, some quizzical looks.
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Finally, my chief of staff says, "That is a great idea."
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(Laughter)
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"Jeff is wicked smart. He's brilliant.
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He'll figure it out.
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Let's send him in there."
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Now, Jeff was not a programmer.
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In fact, he had dropped out of Penn as a philosophy major.
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But he was brilliant,
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and he could go deep on topics,
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and we were about to be fired.
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So we sent him in.
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After a couple days of suspense,
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Jeff was still there.
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They hadn't sent him home.
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I couldn't believe it.
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What was he doing?
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Here's what I learned.
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He had completely disarmed their fixation on the programming skill.
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And he had changed the conversation,
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even changing what we were building.
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The conversation was now about what we were going to build and why.
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And yes, Jeff figured out how to program the solution,
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and the client became one of our best references.
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Back then, we were 200 people,
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and half of our company was made up of computer science majors or engineers,
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but our experience with Jeff left us wondering:
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Could we repeat this through our business?
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So we changed the way we recruited and trained.
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And while we still sought after computer engineers and computer science majors,
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we sprinkled in artists, musicians, writers ...
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and Jeff's story started to multiply itself throughout our company.
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Our chief technology officer is an English major,
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and he was a bike messenger in Manhattan.
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And today, we're a thousand people,
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yet still less than a hundred have degrees in computer science or engineering.
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And yes, we're still a computer consulting firm.
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We're the number one player in our market.
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We work with the fastest-growing software package
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to ever reach 10 billion dollars in annual sales.
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So it's working.
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Meanwhile, the push for STEM-based education in this country --
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science, technology, engineering, mathematics --
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is fierce.
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It's in all of our faces.
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And this is a colossal mistake.
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Since 2009, STEM majors in the United States
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have increased by 43 percent,
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while the humanities have stayed flat.
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Our past president
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dedicated over a billion dollars towards STEM education
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at the expense of other subjects,
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and our current president
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recently redirected 200 million dollars of Department of Education funding
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into computer science.
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And CEOs are continually complaining about an engineering-starved workforce.
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These campaigns,
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coupled with the undeniable success of the tech economy --
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I mean, let's face it,
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seven out of the 10 most valuable companies in the world by market cap
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are technology firms --
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these things create an assumption
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that the path of our future workforce will be dominated by STEM.
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I get it.
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On paper, it makes sense.
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It's tempting.
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But it's totally overblown.
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It's like, the entire soccer team chases the ball into the corner,
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because that's where the ball is.
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We shouldn't overvalue STEM.
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We shouldn't value the sciences any more than we value the humanities.
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And there are a couple of reasons.
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Number one, today's technologies are incredibly intuitive.
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The reason we've been able to recruit from all disciplines
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and swivel into specialized skills
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is because modern systems can be manipulated without writing code.
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They're like LEGO: easy to put together, easy to learn, even easy to program,
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given the vast amounts of information that are available for learning.
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Yes, our workforce needs specialized skill,
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but that skill requires a far less rigorous and formalized education
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than it did in the past.
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Number two, the skills that are imperative and differentiated
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in a world with intuitive technology
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are the skills that help us to work together as humans,
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where the hard work is envisioning the end product
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and its usefulness,
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which requires real-world experience and judgment and historical context.
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What Jeff's story taught us
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is that the customer was focused on the wrong thing.
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It's the classic case:
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the technologist struggling to communicate with the business and the end user,
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and the business failing to articulate their needs.
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I see it every day.
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We are scratching the surface
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in our ability as humans to communicate and invent together,
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and while the sciences teach us how to build things,
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it's the humanities that teach us what to build and why to build them.
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And they're equally as important,
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and they're just as hard.
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It irks me ...
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when I hear people treat the humanities as a lesser path,
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as the easier path.
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Come on!
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The humanities give us the context of our world.
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They teach us how to think critically.
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They are purposely unstructured,
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while the sciences are purposely structured.
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They teach us to persuade, they give us our language,
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which we use to convert our emotions to thought and action.
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And they need to be on equal footing with the sciences.
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And yes, you can hire a bunch of artists
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and build a tech company
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and have an incredible outcome.
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Now, I'm not here today to tell you that STEM's bad.
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I'm not here today to tell you that girls shouldn't code.
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(Laughter)
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Please.
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And that next bridge I drive over
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or that next elevator we all jump into --
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let's make sure there's an engineer behind it.
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(Laughter)
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But to fall into this paranoia
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that our future jobs will be dominated by STEM,
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that's just folly.
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If you have friends or kids or relatives or grandchildren
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or nieces or nephews ...
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encourage them to be whatever they want to be.
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(Applause)
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The jobs will be there.
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Those tech CEOs
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that are clamoring for STEM grads,
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you know what they're hiring for?
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Google, Apple, Facebook.
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Sixty-five percent of their open job opportunities
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are non-technical:
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marketers, designers, project managers, program managers,
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product managers, lawyers, HR specialists,
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trainers, coaches, sellers, buyers, on and on.
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These are the jobs they're hiring for.
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And if there's one thing that our future workforce needs --
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and I think we can all agree on this --
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it's diversity.
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But that diversity shouldn't end with gender or race.
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We need a diversity of backgrounds
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and skills,
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with introverts and extroverts
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and leaders and followers.
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That is our future workforce.
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And the fact that the technology is getting easier and more accessible
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frees that workforce up
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to study whatever they damn well please.
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Thank you.
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(Applause)
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