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Step by Step to Stand-up Comedy

Book Review-Step by Step to Stand-up Comedy

What makes a joke? Well according to Greg Dean, it’s surprise. In Step by Step to Stand-up Comedy Dean lays out how jokes are fundamentally about causing the audience expect one thing while delivering another. Of course,what you surprise them with must be related to what they assumed. In short form, a joke is two stories that are connected. The trick is to get the audience to think of the first story while the comedian finishes with the second. While I think that there are other definitions for what makes up a joke – and even more about what makes funny – I like Dean’s definition because it’s easy to work with and create material. You take anything that can mean two things and you can make a joke out of it.

Dean walks you through a process of creating jokes by looking for the places where you can have two premises that can come out of one idea. The process is somewhat mechanical – but that’s sort of what you want when you’re beginning. It is something that you can teach, practice, and perfect.

Beyond the introduction to jokes and joke writing are guides for assembling the jokes into a routine, practicing, rehersing, and performing. These sections are very helpful if you need to know how to practice and prepare – for me the material was mostly review since I do that sort of thing for my regular presentations. So while the material was good, it wasn’t new to me.

From my perspective this was singlehandedly the most effective joke writing book for beginners. I’d say that this provided tons of insight into the process that I can use – even if I don’t follow the process precisely. If you’re trying to figure out how to write jokes Step by Step to Stand-up Comedy is a great place to start.

Leading Change

Book Review-Leading Change

I’ve been working on crystallizing my thoughts on creating adoption and engagement. As a part of that I’ve been looking for frameworks for creating change. One of the models that I was investigating was John Kotter’s 8-step model that’s laid out in his book Leading Change. I decided that it was worth getting the full story so I read the book. The model in summary is:

  • Create Urgency
  • Form a Powerful Coalition
  • Create a Vision for Change
  • Communicate the Vision
  • Remove Obstacles
  • Create Short-term Wins
  • Build on the Change
  • Anchor the Changes in Corporate Culture

There are three key things that were important to me in reading the book – in addition to the detailed look at each of the individual bullets so I could fully understand what he meant. First, was that there’s a tendency to skip past the first steps, the preparation, and try to leap directly to the end where they can see the impact of their work. (OK, not to the very end because most folks don’t do the final step to anchor the changes). The problem with this is that it’s the preparation that makes this change work. Skipping right to the end just doesn’t work – unless the problem is small. Despite this I’ve seen folks struggle over and over again to not do the background work necessary to facilitate the change.

Second, there is a difference between management and leadership. It’s not a new idea. However, it struck me that the difference between management and leadership is like I talk about how server adminstrators and developers are different. Server administrators are focused on keeping things running. Developers are focused on improving functionality – which means change and change is not good for keeping things running. Management is about controlling things – orchestrating them to make them work. Leadership is more long term, focused on change, and where the organization should be in the future. Kotter also makes an interesting point that both leadership and management are necessary – and are rarely found in the same individual.

Third, the concept of lifelong learning was essential to leadership. Kotter isn’t the first to have said this. Malcom Gladwell talks about the value of meaningful practice in his book Outliers. One of the statements from Leading Change is “Lifelong learners take risks. Much more than others, these men and women push themselves out of their comfort zones and try new ideas. While most of us become set in our ways, they keep experimenting.” I’d say this is true, however, I’d qualify that most leaders I’ve met don’t classify the things they’re doing as risks in the same way others do. They will say something like “I was just trying new things.” Most folks believe that to be inharently risky but most lifelong learners don’t see it that way. It’s just normal operating procedure.

If you’re struggling with driving change in your organization (like SharePoint Adoption/Engagement) Leading Change is worth a read. It will give you insight into the process.

I am a Comedian.

I mean it, I am a comedian. I’m not speaking figuratively. While I can’t call myself a professional comedian yet, because I’ve not been paid solely to be funny, I can say I’m officially a comedian. Let me give you the back story, what it was like, and what it means.

Back Story

Several weeks ago I made a decision to take a comedy course. The decision was driven by a desire to get better at my presentations. However, there wasn’t a specific thought in my head to find a comedy class. It just came across my desk and I decided to jump on the opportunity. The idea for me was that the presentations that I’ve seen that were the best were ones where comedy was woven in. I used comedy in my presentations – many folks commented about my presentations being fun and humorous. However, for me I always felt like my comedy was haphazard. I felt like my comedy was catching 30% of my audience – if that. Of course, each joke caught a different 30% so I’d cover most of the audience.

So I paid for my course at Morty’s Comedy Joint. The facility is a little more than a mile from the house so it’s really convenient.

As I have told people about the course one of the most persistent statements has been “I could never do that.” I’ll honestly say that I don’t fully understand the comment. I understand the fear of being in front of people (better now than before as I’ll explain shortly) but my desire for new experiences and learning is more powerful than my fear. When I paid for the course I really wasn’t thinking about the fear of being on stage – I was thinking about the new learning I would get.

The Experience

The first experience was a little concerning. It didn’t feel like things were put together well. I found out later that this was their first course so it’s no wonder why it was a bit iffy at first. Todd McComas was our first instructor. He’s been doing comedy for a bit more than a year professionally – which as an instructor initially made me uncomfortable. However, Todd’s a great guy and good at putting things together. The second week Chris Bowers (who is one of the owners of the club) joined us. Bowers gets funny and is always positive. That makes it easy when you’ve got a class of ten people who have no idea what we’re doing.

The groups of folks in the class included an actor, a college professor, a 3rd store stocker for a grocery store, a medical equipment manufacturer buyer, an unemployed former-airline worker, a nurse, and I don’t remember what the rest did. The goals ranged from a being in standup to no goals for the course whatsoever. Some received the course as a gift and others bought it for themselves.

Despite this being the first running of the course things came together and we set to the process of learning the craft.

Joke Writing

First up for the course was joke writing. There were some good exercises to get us started. Stuff like, “things that people don’t know about you” or “things that you think are interesting about you.” From there we would start to create jokes and work that into a bit. I found that the joke writing didn’t really make that much sense at first. I then got the book Step by Step to Stand-Up Comedy by Greg Dean. It provided some structure for joke writing, what makes it funny, what you need to do to write a joke. There’s more to the book than joke writing (I’ll do a book review on it later) but for now that’s the important part. It unlocked a part of my thinking about joke writing. I also found some tips in Comedy Writing Secrets by Mel Helitzer. (Again book review later).

One of the things that Bowers and Todd drove into us was drawing from our own experiences and writing from that – I really appreciate that direction. They also shared that there are really two different ways that people write material. The first way is people write things down everywhere they go. They take funny ideas and experiences and they will later turn them into jokes. The other approach is sitting down and writing material. No one way is right and perhaps everyone does a bit of both. My observation was that I’m a production writer. By that I mean I can write articles, books, etc., by forcing myself to do it. Some people can’t do that. I found that writing jokes wasn’t fundamentally different than writing anything else – at least for me. I can sit down and production write jokes if I need to.

Before I get too far, I should say that comedy is an art form. However, it’s built on a set of fundamental skills and an understanding. I wouldn’t want to minimize the artform by minimizing it to a set of fundamentals any more than I can minimize the work of great painters to paint-by-numbers. The books that I refer to here won’t get you to the level of expertise that a professional comic displays – however, they’ll give you a framework from which to work – which was what I was looking for.

Being on Stage

I honestly didn’t expect to have any trouble being on stage. Speaking a dozen times a year nationally with 2-5 sessions per engagement puts me in front of crowds 30-50 times per year. That’s just the national events. Locally I’ll probablydo another half dozen to a dozen presentations. I really don’t worry about getting on stage any more. If I’m doing presentations for computer topics, it just doesn’t get my heart pumping. I thought that doing five minutes of comedy would be like rolling off a log for me. However, I was wrong.

There were some circumstances before I walked on stage where one of my classmates shared something disturbing with me. I was deeply saddened – and yet I had to partition that off from what I was about to do. In a regular presentation that would have been trivial but it wasn’t this time. I walked on the stage at an open mic with more adreneline pumping through my body than had in years. My feelings clearly did not like my trying to control them. With that much adreniline I knew that I couldn’t trust my sense of timing. I had to read and measure the audience for reactions. I do it all the time as a part of my presentations. In fact, it’s the way I control the timing of my presentations. I got on stage and couldn’t see anyone. You can’t read people’s faces for timing if you can’t see them. If I wasn’t wound enough, I realized that my primary fall back mechanism for managing timing was not going to work. At this point, I dropped into my last possible option which was to plow through the material with whatever I could manage for timing.

That wasn’t going to work anyway but it didn’t help that the mic cord dropped out of the microphone during the high point of the routine. I sort-of recovered. But through the entire thing I couldn’t hear a single laugh. Nothing. It was like I was presenting in a black hole. I couldn’t see anyone. I couldn’t hear anyone.

When I reviewed the audio I found they were laughing – not as loud or as long as I like but they were laughing – and it was my first time ever on stage. Certainly I had room for improvement. Our graduation show was better. You can look at a recording in WMV or MP4 format.

Reading List

Before I go there was a huge reading list for the class. I mentioned two of the books above, but I’ve read several books through the course. Some of them were biographical and some were instructive. A few of these I’ve not quite finished since in six weeks there were seven books I was trying to read. I mentioned the first two instructive ones above, there relisted here for completeness:

On the biographical list are:

In general I listed the instructive books in a recommended reading order. The biographical books you can read in any order though I listed them in a slightly progressive order. I’d say that I personally didn’t get a ton of specific things from the biographical books – but it did give me a flavor for the culture of comedy. This was a lot of reading for the class – and honestly most of it was unassigned. It was what I needed to get my head around what we were doing. The class itself recommended three of the books above – and one more I didn’t read.

The Effort and the Return

The amount of effort I put into the class was certainly more than I expected. Just looking at the reading list you can see that there was a ton of time spent. However, that’s not the whole story. I’d spend another few hours each week working on material, refining it, etc. After the first few weeks I started attending a writers workshop at Morty’s and sitting through the open mic (and performing once). The writers workshop started at 5:30 and the open mic was done by 10:15 or so. If I had to estimate I’d guess the investment was over 100 hours.

The question is, so was it worth it? Did I learn what I set out to learn? The answer is a qualified yes. No six week course no matter how good or how much extra effort you put into it will make you the funniest person alive. I feel like I’ve got the tools I need to make my presentations better. I feel like I can better put toghter jokes for inclusion in my presentations.

Comedy in my Future

One of the questions I get now that the class is over is “Will you keep doing standup comedy?” The answer is I don’t know. I do know that one of the hardest things about comedy is the inability to precisely predict how an audience will react to a joke. There are a ton of subleties that make the joke work or not work – but beyond that the state of the audience (whether they’ve been warmed up or not) and their experience can turn no response into a roar of laughter.

As I have time I’ll try to perfect my delivery skill and work on how to create material that works regardless of the audience. I’m likely to do a few more open mics and I’ll probably try to do some material before my presentations (because I’ll get a lot of time with my target audience that way.) I’m thinking I’ll start a routing 5 minutes before my normal presentation starts.

In short, we’ll see but I expect I’ll continue to work on this for a while.

Presentation: Creating SharePoint Adoption and Engagement

At the SharePoint Users Group of Indiana (SPIN) yesterday, I delivered a presentation called creating SharePoint Adoption and Engagement which talked about a ton of different psychological and modivational approaches designed to help folks drive better adoption – or engagement – in their organization. During the presentation I was referring to books so much that I was asked to list out the books I was referring to, so they appear below:

  • Drive, Daniel Pink (Review, Amazon)
  • Outliers, Malcom Gladwell (Review, Amazon)
  • Blink, Malcom Gladwell (Review, Amazon)
  • The Tipping Point, Malcom Gladwell (Review, Amazon)
  • The Time Paradox, Phillip Zimbardo and John Boyd (Review, Amazon)
  • Peopleware, Tom Demarco and Timothy Lister (Review, Amazon) [Marcy, thanks for the reminder]
  • Leading Change, John Kotter (Amazon)
  • User Adoption Strategies, Michael Sampson (Amazon) [I didn’t directly reference this book but it’s a good “cookbook” of strategies]

I’ll get reviews for the last two books up “soonish” but the others have reviews so you can get a brief summary of the core concepts behind the books so you can decide which ones to read first.

Outlining a Table

Sometimes I want to see information graphically. It’s not that I can’t read spreadsheets but there are times when it’s just not the best way to see patterns of organization. The visualization tool I use for outlining and Mind Mapping is MindJet’s Mindmanager. It works great when I’m creating mind maps or outlines from scratch but I recently ran into an issue where a customer gave me a table of data including the folders from their existing Enterprise Content Management System. I wanted to visualize the structure so that I could figure out where they were being inconsistent in their organization. Unfortunately I ran into a snag. Mindmanager doesn’t have a direct import of a spreadsheet into an outline. There’s one guy online who’s got a process that routes the information through Word into Mindmanager. Unfortunately this blew up Mindmanager when I tried it – and Word was getting somewhat tempermental because it has you setting heading styles into cells in the table.

After trying a dozen or two different approaches (including XML, Access, etc.) to get a workable outline out of my table I finally threw my hands up and wrote some VBA script that will take a Word document with a table in it and convert it into a document with the appropriate text in headings styles. This is exactly the type of document that Mindmanager expects (since that’s what it creates when it exports.) So I ran the VBA script and got exactly the map I was looking for. I just wish I had settled on this approach before wasting two hours trying everything else.

I’ve included the script below. All you need to do is paste it into your visual basic editor and then run the method. It only processes the first table in the document because I figured you could copy out the table you needed and have it process just that one table. It also turns off screen updating while it’s running to improve performance. Iterating a ton of cells (5000 in the sample I used) takes a while. I’d let the script run for 10 minutes or so for larger lists before starting to get worried about it having locked up. (It processed in about 5,000 cells in 5 minutes on my laptop.) When it’s done save the file and open the file in Mindmanager. It will open the file and show the outline.

As with all my public code, it comes without a warranty. If you believe that it’s useful, please don’t distribute it directly, link folks to this post to get it. I do maintain all rights on the code.

Sub CreateOutlineFromTable()
‘ Get Table
Dim myTable As Table
Set myTable = ActiveDocument.Tables(1)
‘ Create New Document
Dim outDoc As Document
Set outDoc = Application.Documents.Add()
Application.ScreenUpdating = False
‘ Copy Cells
Dim colCount As Integer
colCount = myTable.columns.Count
Dim lastValues() As String
ReDim lastValues(1 To colCount)
Dim myRow As Row
Dim rowIndex As Integer
For rowIndex = 1 To myTable.Rows.Count
Set myRow = myTable.Rows(rowIndex)
ProcessRow myRow, colCount, lastValues, outDoc
Next
Application.ScreenUpdating = True
End Sub

Sub ProcessRow(ByRef myRow As Row, columns As Integer, ByRef lastValues() As String, ByRef outDoc As Document)
Dim colIndex As Integer
For colIndex = 1 To columns Step 1
ProcessColumn colIndex, columns, myRow, lastValues, outDoc
Next
End Sub

Sub ProcessColumn(colIndex As Integer, maxColumns As Integer, ByRef myRow As Row, ByRef lastValues() As String, ByRef outDoc As Document)
Dim cellValue As String
myRow.Cells(colIndex).Select
If (Len(Trim(Selection.Text)) > 2) Then ‘ 2= UTF-16
Selection.MoveEnd wdCharacter, -1 ‘ Column End marker
cellValue = Selection.Text
Else
cellValue = “”
lastValues(colIndex) = “”
End If
If (cellValue <> lastValues(colIndex)) Then
‘ Different, write it out
outDoc.Select
Selection.Collapse wdCollapseEnd
Selection.TypeText cellValue
Selection.Expand wdParagraph
Selection.Style = ActiveDocument.Styles(“Heading ” & colIndex)
Selection.Collapse wdCollapseEnd
Selection.TypeParagraph
lastValues(colIndex) = cellValue
If (colIndex < maxColumns) Then
Dim clearIdx As Integer
For clearIdx = colIndex + 1 To maxColumns
lastValues(clearIdx) = “”
Next
End If
End If
End Sub

HTTP 1.1 Connection Timeouts, Load Balancers, and Site Creation

HTTP 1.1 [RFC2616] does some really amazing things for performance – but most of that’s lost on the average consumer. In HTTP 1.0 we created a request and when the response was torn down we tore down the HTTP connection – and the underlying TCP channel. That doesn’t sound like a big deal. Really, how much effort is it to form a TCP channel? Not a ton, however, it does require what amounts to a three-phase commit. Do that handshake enough times and it starts taking a non-trivial amount of time.

With HTTP 1.1 we get a persistent connection. After the request/response the connection is left open. The connection is then reused for the next request. When pages have 20 or more requests on them this can make a difference. Why 20 or more requests? CSS, JavaScript, and Images are used by nearly every page.

Even better is we get RFC4559. Why do we care? Well among other things that RFC adds persistent authentication to the HTTP 1.1 connection. So we don’t have to authenticate each request. We can do it once and that authentication is valid while the HTTP 1.1 connection stays active. It reduces the load in validating the users credentials.

This is all goodness but I ran into a problem where SharePoint had some really odd behavior when creating sites and sub-sites. With Silverlight enabled we would get a generic error, or the site being created was a duplicate. These errors seemed to occur while the Silverlight app was calling addgallery.aspx. If we disabled Silverlight and we created the site from the web UI we would get processing and instead of a redirect to the site we’d get a lovely less than (<) sign.

We were looking at ways to control the application of themes to the page – since this client allowed their users to select multiple themes and we needed to apply the default value. This takes a while. In our case with the site creation, the theme, master pages, etc. takes about 45 seconds to create a site.

The problem, as it turns out, was that the load balancer was timing out the sessions at 30 seconds. The result was that in the middle of a stream of requests, the rug was being pulled out from underneath the client. The behavior was to record the error but since it’s really unexpected it was providing generic errors – or the expected issue of a duplicate site in one case. The web UI simply didn’t know how to cope and stopped short of the redirect.

The solution was to match the Load Balancer setting to the IIS setting of 120 seconds for HTTP 1.1 timeout. Once we did that the problem seems to have disappeared.

SharePoint Workflow UserDefinedWorkflowMaximumComplexity

I’ve had a couple of questions about this in the last few months so I wanted to provide some information on what’s happening with Workflow 3.5 and what’s this silly limit for the maximum complexity – and worse yet, how did I hit it?

So making a long story short, Workflow 3.5 compiles the XOML that SharePoint Designer generates into a DLL. When that DLL is called there’s a method that creates the workflow object graph. When it’s doing this it pushes a bunch of “stuff” on to the stack. If it pushes too much on the stack we get a stack overflow. How much of the “stuff” does it take? It depends. However, at 10,000 items it gets tight. If we get a stack overflow it dumps the thread and aborts – which is, of course, a bad thing. So SharePoint put a limit in for the maximum number of items that can be in a workflow for SharePoint to ask for it to be compiled. That number is 7,000 by default but can be adjusted. (Caveat emptor)

So what is this “stuff” of which I speak? Well according to a good source, it’s activities, bindings, variables, and rule-references. Note I said activities, not actions. If you’ve seen one of my workflow presentations you’re used to me creating a simple workflow with just an approval action and then importing it into Visual Studio to find 315 activities. All total, there’s roughly 1,000 activities, bindings, variables, and rule-references in a single “approval” action in SharePoint Designer. So clearly if you did eight different “approvals” in a single workflow you’d exceed the default limit. This also applies for custom task processes.

I’m assured that you can get multiple approvals to work inside of a single “approval” activity – but it’s not as easy as plunking down another activity task – so it’s not impossible to do eight-level approvals with SharePoint Designer, it’s just that it gets more challenging.

If you do “need” to change the value of UserDefinedWorkflowMaximumComplexity – it’s a property on the web application. (Have I encouraged you not to do it yet?)

Drive: The Surprising Truth About What Motivates Us

Book Review-Drive

What makes you get up in the morning? Chances are it’s not your desire to conquer the world, unless you’re The Brain. One of the really crazy parts about working with SharePoint adoption is realizing how little we know about motivating users. In his book Drive Daniel Pink tears apart what we think we know about motivation. We all know that carrots and sticks work – or do they? They work when the task being performed is algorithmic – predictable – but they don’t seem to work as well when the task is heuristic. In other words, carrots and sticks work when you don’t have to think. Given that most of the folks that I work with have to think, carrots and sticks don’t seem to be the right answer.

Economics would seem to be the study of money – but it’s not. Economics is the study of human behavior – as it relates to money. We used to think that bonuses lead to better performance but there is a plenty of research now that says that this isn’t the case. It turns out that people don’t always behave in their own best financial interests – and those that do create their own problems (think financial crisis, housing melt down, etc.) There’s a standard economic experiment called the Ultimatum game. In the game there are two parties. The first person gets to decide how to split the money. The second person gets to decide whether either of the parties gets to keep their share. If they second party doesn’t like the offer they both walk away with nothing. If you give this to an economist who believes that people always behave in their own best interests would think that as long as the second person is going to get more than nothing they would always opt that both people would get money. However, in most case when the split is less than 20% for the second party they reject the offer and both parties walk away with nothing. Clearly there’s more going on here than financial best interests.

It turns out that there’s plenty of research that says that we just don’t do that. Larger rewards for larger performance can sometimes lead to reduced performance. Irrational – yes. True – Yes.

Maslow would be confused since his hierarchy of needs doesn’t make any sense when you consider that people are willing to be artists and starve to get the freedom and mastery of their craft that they want. There’s something going on that Maslow didn’t see. There’s an internal motivation and intrinsic drive happening. The crazy part is that this intrinsic drive doesn’t have a chance against the carrot-and-the-stick. It’s really turned upside down. Consider the act of giving blood. It’s an important part of our healthcare system. There are all sorts of rewards for giving blood but money is rarely one of them. Why? People give blood because they want to help others. If they’re paid for it they don’t believe their motives are pure. If someone is paid for giving blood they will give less. (As a sidebar it is OK if that money gets diverted to a charity.)

Drive puts forward the idea that there are three key things that people really want:

  • Autonomy – People want to be in control of their own destiny and their world. The dimensions of autonomy are: task, time, technique, and team.
  • Mastery – People genuinely want to become a master of what they do. They want to feel like they’re a master of a topic. Of course there’s no such thing as complete mastery – but it’s a nice place to fix your desire.
  • Purpose – People want to believe that their life has a purpose or a meaning.

It’s refreshing to give my thoughts about how to motivate people a dust-off to see how valid they really are – and how they fail me.

checklist

PowerPoint Changing the Aspect Ratio of Images When Switching Slide Dimensions

As a presenter I have a love-hate relationship with PowerPoint. On the one hand it’s an essential tool to speak at conferences, at the other it’s got to be the dumbest piece of software I’ve ever run into – and I’m counting the “Hello World” applications we all right. So as conferences are starting the transition to 16:9 projectors there’s an annoying little problem. When you transition from a 4:3 format to a 16:9 format by copying your slides in – or changing the slide dimensions of PowerPoint, it ignores the “LockAspectRatio” checkbox on your images and promptly distorts them. This just looks awkward.

You would think a problem like this would have tons of posts about how to fix it since it’s got to be a common thing – but apparently not. So here’s the short of fixing it – if you’re up for some VBA code.

First, you’ll have to customize the Ribbon to include a developer tab – for that you’ll go File-Options-Customize Ribbon. In the right hand side you’re going to check the open checkbox next to developer. From there click the developer tab then the macro tab. Give the macro any name you want and click edit. This will bring you to the VBA editor. In the editor paste in the following:

Sub ResetAspectRatioForAllImagesInDeck()
For Each thisSlide In Application.ActivePresentation.Slides
For Each thisShape In thisSlide.Shapes
Dim passShape As Shape
Set passShape = thisShape
If thisShape.Type = msoPicture Then
ResetAspectRatio passShape
ElseIf thisShape.Type = msoPlaceholder Then
If thisShape.PlaceholderFormat.ContainedType = msoPicture Then
ResetAspectRatio passShape
End If
End If
Next
Next
End Sub

Sub ResetAspectRatio(ByRef thisShape As Shape)
Dim tempHeight As Single
tempHeight = thisShape.Height
thisShape.LockAspectRatio = msoFalse
Call thisShape.ScaleHeight(1, msoTrue)
Call thisShape.ScaleWidth(1, msoTrue)
thisShape.LockAspectRatio = msoTrue
thisShape.Height = tempHeight
End Sub

This will go through the active presentation and process every shape. It will force the shape to be back in aspect ratio. If for some reason you don’t preserve aspect ratio of your pictures this will reset them – but you shouldn’t be messing around with aspect ratios of your photos anyway. Once you have this code in the editor you can go to the ResetAspectRatioForAllImagesInDeck() line and click the “Play” triangle. All of your images will be fixed. You may still want to tweak positioning but at least you won’t have to deal with the images looking like a hall of mirrors.

How Easy Is It To Own An Electric Vehicle?

You’d have to know my father a bit to really understand his fascination with electricity and figuring out better ways to reduce his dependence on others. He’s quite interested in the idea of putting a windmill for electric power generation up on the farm – if he could only talk my step-mother into it. Because of this it wasn’t really that much of a stretch for me to hear him say that he had purchased a fully electric vehicle – in parts. Another trait of his is to make things work. For fun – take a look at this:

This is a custom built rig for picking up and moving a barn that someone offered him for free, if he would move it. This is us taking it through a ditch and not completely understanding how much the frame of the semi-trailer would flex. We made it and the barn is comfortably sitting on the farm now, however, it did make for an interesting time. The rig by the way required a hydraulic pack, some actuators, and some bridge beam steel that he was able to purchase. It’s one of the examples that I use to explain how he will find a way to do things if he’s motivated enough.

Back to the electric car saga. He got a converted S10 pickup – so more technically he got an electric truck. It was originally converted for the department of Energy by the Solectria Corporation. His particular unit spent some time at the Tennessee Valley Authority (TVA). Of course, that makes sense given that they have large amounts of hydroelectric power production capabilities. The truck is one of 61 that were converted to better understand how electric vehicles might be used. It’s driven by a pair of three-phase industrial electric motors. It doesn’t have the same sort of acceleration as a gas powered vehicle but it does accelerate well and for his purposes it’s pretty good.

When he got it the truck wasn’t in that great of shape. There were no batteries – and it takes 36 of them – so installing them was a chore. This was particularly interesting because the exact wiring configuration wasn’t well known. There were provided photos so we did manage to put things together correctly – after some interesting moments trying to figure out why current was flowing when we didn’t expect it to be. We ended up realizing that one of the controllers for the motor was blown – some really nice char marks along the entire inside of the converter. However, my father persevered and managed to find folks who helped him restore the vehicle to like-new. It’s quite a capable little car to drive around.

However, that’s where the real fun began. He lives in Illinois which has a set of laws on the book which should have allowed him to get the truck plated with as an electric vehicle. Well, let’s just say there aren’t a lot of people doing this so it took some effort to get everyone to realize that they had to allow this to happen. One of those things that is supposed to happen to encourage electric vehicles but doesn’t happen because not enough of the activity is going on.

The next problem is the one that’s prompting me to write this blog post. He can’t find insurance for the vehicle as a daily driver. Because the car is “special” it’s processed by insurance companies like a collector’s car. That’s actually pretty accurate since there’s little reason to have the truck if you’re not really interested in electric vehicles. However, the problem is that no one wants to allow the vehicle to be driven daily – because collector car policies don’t allow that.

The truck – if considered a regular S10 – would be worth about $3,000. The vehicle is really worth over $20,000 because it’s “special.” The only way to have a defined value of the vehicle is a collector car policy. So now we’re stuck. If you drive it every day – and if you’ve got an electric car you want to –you can’t insure it. If you insure it with a regular policy you risk that it will be totaled for $3,000.

With gasoline prices on the rise folks are looking at electric vehicles again – but if you’re not buying some production version you may find it difficult to get insurance.

I’d love your thoughts as comments on this blog post – or better yet – if you know of an insurance company that will write a policy for it, I’d love to hear that via email.

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