Post on 17-Oct-2014
description
transcript
employee communities community centric change
people first mastered the art of balloon flight in the 1800s
and quickly set their sights on the next innovation in flight… the airship
experimenting with infinite varieties of balloon plus ship
failures all… until they finally were able to cast aside their mental model of flying ships
like the airship, our current mental model of change is based on the assumptions of an organizational model rooted in the previous century
one which assumed employees were like pawns on a chessboard to be moved around at will
by a kindly (or not) father figure who always knows best
armed with a bulk size pack of matches on hand just in case the pawns resisted
people have evolved
as has our understanding of what really drives behavior (hint… we’re nothing like Spock)
Rational, System 2 based on satisfaction
what does this do?
how much does it cost (time, money, effort)?
how does it compare?
what are the features?
are the tools available?
are the applications easy to work with and efficient?
is the information I need available?
we’re profoundly social creatures who make decisions with emotion and rationalize them after the fact
EMOTIONAL, System 1 based on trust
how does this make me feel?
how will it affect me?
how will this affect my status?
what are other people doing?
does it provide meaning or pleasure?
what if something goes wrong?
it’s time for our approach to change to evolve as well
We need a new mental model for understanding how change happens that reflects network dynamics and may stretch our imagination, like airplanes with propellers and wings must have done to the imaginations of people at the turn of the 20th century. ~Catalyzing Networks for Social Change
community-centric
user-centric
catalyzing networks for social change
culture eats strategy
as
photo by Panumas Pattanakajorn
customer experience
employee experience
Purpose built applications
enterprise
architecture
purpose & values
purpose & values Christopher Vogler, The Hero’s Journey
To create new forms of interaction between brands, people, technology, and culture, we need to understand a product’s and brand’s ability to open up a rich narrative space where people can enter as protagonists, not just consumers. We need to think about people as protagonists in a narrative that brand and product can help inspire and co-prototype, rather than treating people as consumers of brand and product meaning. ~Wojtek Szumowski
Complicated redesign customer self-service (identifiable)
COMPLEX how might we cultivate a responsive workforce (unknown)
simple redesign an email campaign (known)
Complicated good practices
COMPLEX emerging practices
simple best practices
possibilities
purpose & VALUES
exploration, play, patterns
network
problems
rigorous analysis
top-down
compliance
participants, protagonists users
experiments, STORIES plans
adapted from Adaptive Strategy, Monitor Institute
to achieve deep change, we must shift meaning in the organizational culture
culture is made of stories & memes
stories are founded on assumptions
interventions in stories can shift assumptions – and contest dominant culture – to help achieve deep change
story based strategy
Doesn’t that sound neat, to implement a story, rather than implement a plan? I don’t know about you but I get tired of implementing plans. Plans always feel like they keep you in a box. A story is something else. It’s pulsing. It’s breathing. It’s alive! Madelyn Blair
what is our vision & theory of change
______________ culture is made of
stories & memes
network change model
story based strategy
where will we play? ______________
culture
community managers
connect & empower
how will we succeed? ______________ heroes & architects
cultivate networks
ignite stories
what capabilities ______________ community building
content marketing
storytelling
selling
technology as facilitator
You can create volume. Or perfection. Not both. Contradiction is that the more you create, the more chance you have of approaching perfection.
by nanda_uforians flickr
the only way I can get anything written at all is to write really, really
shitty first drafts – Anne Lamott
the medium is the
message
the medium
medium = any extension of ourselves
How you get to the customer is as
important, if not more, than
what you get to the customer.
Existing mediums provide wrong context for innovative products. ~growthhacker
war for talent will become the war of
relationship marketing
talent teams will work like
sales teams
talent professionals will
be marketing leaders
digital talent communities will emerge
what recruiting will look like in 10 years
spotme community wall
Technology is culture; it is not something separate; it is no longer “I.T.”; we cannot choose to have it or not.
It just is, like air… It is becoming the medium for a government’s relationship with their citizens.
Dan Hill
by laszlo-photo flickr
[Obama won by] converting everyday people into engaged and empowered volunteers, donors, and advocates social networks, email advocacy, text messaging, and online video. Edelman Associates
Consider this in a social business context: simply by introducing social
tools that increase the clustering effect of existing social networks, behavioral change will become more likely. To the
extent that the social tools amplify other emotions or perspectives… these factors can play together to have a very large impact on business operations. stowe boyd
experiment with approach scaling impact, and creating a new network-centric ecology of social problem solving in the process.
our medium
the message
message = change in inter-personal dynamics the innovation brings with it
the message is shaped and shifted through narrative that acts like a clothesline on which stories collect
P&G introduced Connect+Develop… the
prevailing culture of “not invented here” was
changed to “proudly found elsewhere”
The future is already here, it’s just unevenly distributed. William Gibson
56
We’re doing unexpected wonderful things…
jimmyharris flickr
57
the [team ] support folks have been the shining light…
58
…now let’s do them consistently
by Brandon Christopher Warren flickr
story based strategy
why should I…
random acts of enablement participation through content marketing wrapped around larger narrative
Communication Bridge, Machteld Faas Xander
understand attitudes & behaviors
nothing I can do my customer
CARE our customer
heroes & architects
CARE solve & connect
break fix not my job
define a participation framework
community
bulletin
employee stories
customer stories
journey mapping
co-creation
network weaving
missions
presentations
workshops
checklists
principles
ideas site
posts & comments
gamestorming
Content Marketing Strategy Checklist, Velocity Partners
use an editorial calendar
how to
contests
guess who’s missing from the
fantastic 5?
name dropping
teasers
surprising impact of language on perception of
satisfaction & effort
how we measure up against our
competitors
social support
create content that resonates
and drives behavior change
to workshop
to change
to idea from story
where can I…
how to templates
Resource Library learn act ADAPT
thought leadership why TO Insight
customer insight
information chaos information hub
conversation stories
attract with inbound
nurture with outbound
customers
from data dumps
to stories emphasizing imagery and values
using personas
journeys
and conversations
Tell me a bit about your experience…
customer stories
employee stories
as a springboard for storytelling
motivating action
time
mis
sions
1
2
3
from gamification to missions
from distributing information
to designing for behavior change
engagement heroes &
architects =
impact on business
participation stories
ideas implemented close ties (network)
trust values in action
members exec members
views
reach
impact on customers
+
1 9
90 60
35
5
grow the network, grow the change
by Jon Ashcroft
the message is greater than the sum of its parts
future experiments
Where a fragile package would be stamped with ‘do not mishandle,’ an anti-fragile package would be stamped ‘please mishandle.’
Anti-fragile things get better with each (non-fatal) failure. Nassim Nicholas Taleb
personify behaviors & attitudes
personalize by persona example from salesbenchmarkindex.com
apply “design over time thinking”
storybasedstrategy.org
The key to galvanizing your audience with a good story is to make listeners feel
that they can be heroic. When good salespeople prospect and pitch, they must be alert to the stories running through their
customers’ minds. What is their internal hero story? What do they wish to achieve through
this sale? Whom do they wish to impress? What kind of person do they hope this sale
will help them become?
The Art of the Sale,, Philip Delves Broughton
evolve our storytelling
experiment with memes
facilitate more events
learn the art of insight selling
hone community management
Community centric change
is a fundamental shift
it’s about
defining your narrative
it’s about
building community
it’s about
stimulating conversations
it’s about
weaving network ties
it’s about
inspiring heroes & architects
and
developing new capabilities
1. identify your cause
2. recruit a small tribe to help you get started
3. define your narrative
4. actively design and build the community
5. spread the word, grow the network
6. experiment, learn, adapt
get started with community centric change
A person having a nightmare can do many things in his dream – run, hide, fight, scream, jump off a cliff, etc. – but not change from any one of these behaviors to another would ever terminate that nightmare… The only way out of a dream involves a change from dreaming to waking. ~Paul Watzlawick et al., CHANGE
insight selling
content marketing
story based strategy art of storytelling catalyze networks
narrative
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