Date post: | 02-Jan-2016 |
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FREAKONOMICS
“It is not from the benevolence of the
butcher, the brewer, or the baker that we
expect our dinner, but from their
regard to their own self-interest.”
“A wealth of information creates a poverty of attention.”
OUTPUT vs. OUTCOMES
“Utility cannot be divorced from emotion. . .A theory of choice that completely ignores feelings leads to prescriptions that do not maximize the utility of outcomes as they are actually experienced.”
Kahneman, Simplified
• Employees pretty much do what they feel like doing• So as a communicator your greatest
source of power is the ability to influence the way they feel
Two Know, Feel, Do Case Studies
1. Crisis Communications – Kaiser Permanente Oakland Medical Center employee missing
2. Proactive Communications –PG&E Post-San Bruno accident gas turnaround plan
• Know– Hospital administrators
were concerned– Information was being
shared as it became available
• Feel– Employees matter
• Do– Help find Regina– Continue to serve
patients
Regina Lovings
What We Wanted Employees to
• Know– Safety is PG&E’s highest
priority– Significant progress has
been made– PG&E is a utility leader in
some areas such as odor response time
• Feel– That they can trust PG&E
• Do– Like PG&E and want to
do business with us
What We Want Internal and External
Audiences to
Picarro car-mounted leak detection device and Nick Stavropoulos, EVP of Gas Operations