Are the different generations really so different when it comes to life aspirations? Whilst technology has dramatically altered access to information and how we communicate, the desire to change the world is not a 21st Century innovation
Big data continues to be a hot topic and we are increasingly seeing data-driven decisions and processes replace expert opinions in everyday activities. Indeed, one designer quit Google with the following comment:
I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case. I can’t operate in an environment like that.
Trouble is, Google was able to prove that using data over instinct when deciding between 41 shades of blue for text-based links led to an annual increase of $200 million in advertising revenue. But whilst some decisions may be purely data-driven, most remain dependent on how the data is interpreted. And interpretation can be heavily influenced or manipulated by the environment, politics and language used.
A recent psychological research study showed that playing a game with a different avatar influenced behaviour afterwards. Those who played with the Superman avatar (context: hero saving the day) were kinder in later decisions than those who played with the Voldermort avatar (context: evil world destroyer).
In 2004, an experiment conducted at Stanford University (recently reported in The Atlantic) showed the influence of language on game play. Using the classic Prisoner’s Dilemma, one group were told they were playing ‘The Community Game’ and one group were told they were playing ‘The Wall Street Game’. Two-thirds of those playing ‘The Community Game’ chose to co-operate and share the rewards. Two-thirds of those playing ‘The Wall Street Game’ chose not to and focused on personal gain.
A simple shift in language can influence decisions and behaviour. Often with participants even realising. The subject of behavioural economics is not new. But combined with big data, its role in deliberately influencing decisions will continue to advance.
- Why Google has 200 million reasons to put engineers over designers – The Guardian, February 2014
- It matters which avatar you choose when gaming – Harvard Business Review, February 2014
- These two words will make you more selfish – The Atlantic, October 2013
- The Behavioural Insights Team – UK Cabinet Office web site
Flickr image: Optical illusion kindly shared by The Lex Talionis. It’s impossible to see both states of an optical illusion simultaneously. You have to make a choice about how you interpret what you think you see…
To be effective and productive in the modern world, organisations should not rely solely on hierarchical organisation charts to explain how work gets done. Networks help highlight individual contributions
The image above is a classic traditional organisational hierarchy. A manager responsible for making the decisions, supported by supervisors, each leading a team of people tasked with carrying out the decisions.
One of the biggest flaws within hierarchies is the tendency to treat all individuals at the each level as identical. In the example above, we have a decision maker, a group of supervisors: the blue dots A, B and C), and a group of do-ers: the red dots 1 to 9. (Yes I’m back with the pictures of dots again – goes with the name…) There are all sorts of challenges to the effectiveness of this system, not least trying to operate in an environment that doesn’t observe the rules of hierarchies and let’s everyone make decisions. But that’s for another post… This one is exploring how a network makes it easier to identify individual contributions and raise productivity.
Let’s rearrange our dots as the actual network that functions within this organisation:
The numbers and letters represent the order in which each individual was hired. The organisation chart does not tell us anything is different between the first person hired or the last. But the social network does.
Teams A and B are highly inter-connected. Team C is not. Supervisor C has barely any connections out of his/her reporting line and team. And we could guess that hires 7 ad 8 were made by C. All have come from outside the organisation and have yet to build up their network. The most useful member of Team C is no.9 because they have direct connections into both other teams and can more easily tap into their knowledge and expertise. But most interestingly, they have a connection with their manager’s manager. I’d guess No. 9 is heir-apparent to C’s job. C should be planning their next career move.
No. 1 is the longest-serving hire and well connected but not as well-connected as newer employees. Looking at the connections, the manager (purple dot) must be a more recent hire than no.1 because they have made connections with No. 4 and No.6 so they are not averse to communicating direct with team members yet do not interact with no.1. No. 1 is on the way out. Their career at this organisation has peaked.
No. 6’s career is on the up. Connected with people in all three teams, connected to all three supervisors and connected to the manager. Even if No. 6 knows nothing, they have access to everyone who knows something. The alternative scenario is that they are the person who knows everything, and everyone seeks them out when they need help. Either way, 6 is highly valuable to this organisation. Yet the organisation chart would suggest they are just a junior role.
Organisation charts make it far too easy to lump everybody into a single group – the level they are currently placed at within a hierarchy. And if you are near the bottom, you are expendable because the larger number of people at your level, the bigger the assumption that you are easy to replace. Imagine the company needs to reduce headcount due to financial difficulties? The common method in large organisations is to simply require all teams to reduce their headcount by the same amount. So teams A, B and C each lose a person, facing demoralising uncertainty and disruption in the process. The more productive approach would be to eliminate Team C, but keep no.9 and move them into one of the other teams. You’ve reduced the headcount by the same number, saved a bit more money because Supervisor C would likely have been on a higher salary and not impacted the two higher-performing teams in the process.
The image above visualises both approaches. On the left, the lowest performer from each team is removed. Look how sparse the connections now appear between the three teams. On the right, the lowest performing team is removed but the highest performer from within it is retained, and that isn’t the supervisor. The connections between the remaining individuals is much tighter, across the two teams. How much likelier is it that they will be able to support one another? None of this would have been evident by just studying an org chart that treats everyone at each level equally.
Of course this is a vast simplification of just one of the differences between networks and hierarchies. Hierarchies do have their benefits. They help us organise large volumes of information in ways that are simple to understand, making sense out of what would otherwise seem chaotic. But they do tend to create inequalities – it’s easier to reward the few at the top than acknowledge the many below – and their weakness is in failing to appreciate the messy realities about what is really going on. We are beginning to develop the tools to better understand and work within networks, enabling us to make sense out of the chaos without having to create a hierarchy in the process. Organisation’s that tap into this new found capability will out perform those that don’t.
Similar or related posts
I went into the boardroom. The chairman was sitting on one side of the table and in front of him was a great platter of sushi which is my favourite food. On my side of the table was a tuna sandwich. That was to tell me that, because I had pushed and insisted upon this meeting, I [the president of the company] was the tuna sandwich in the food chain.
A great 30-minute podcast recently hosted by Evan Davis for BBC Radio 4 looked at examples of managing in a crisis. Each case was completely different but all shared a common theme – the role of emotion (and cultural norms) in decisions, actions and consequences.
The first example was a story recounted by Michael Woodford, former president of Olympus. Mr Woodford had worked for Olympus for 30 years and risen through the ranks to become president of the corporation. His mentor Tsuyoshi Kikukawa – ‘who was like my favourite uncle’ – was the chairman.
Not long after becoming president, Mr Woodford became aware of allegations that Olympus had bought three companies with almost no turnover for over $1 billion. A close business friend translated articles that substantiated the allegations and made them irrefutable. When Mr Woodford spoke to a colleague, he discovered that the chairman was aware of the allegations and had told the entire executive floor to not discuss the article with the president.
The next day, he asked for a meeting with the chairman and it was set for lunchtime, the only available slot. And so he was faced with the tuna sandwich:
And it was a manky tuna sandwich at that, there was no lettuce or crisps around it. A British Rail buffet carriage in the 1980s would not have been proud of this sandwich.
After the meeting, he proceeded with investigating the matter with the accountants. Six letters were written going through the formal process:
It culminated in letter number six when I asked for the resignation of the chairman and the vice president. I knew if they were going to go quietly, which would have been in their interests and for the benefit of the company, that I would have been called to a small meeting. Instead, an extraordinary board meeting was scheduled and I knew there and then I was going to be fired.
The culture of the organisation was to protect the most senior members of the ‘club’. No matter who or what was right or wrong. Within a month, Olympus shares had fallen in value by $7billion wiping 8o% off the value of the company.
Looking back on the experience, Mr Woodford commented:
Organisations have this instinct to protect themselves. Which can be the worst thing. A bad situation can be made ten times worse because of what the organisation chooses to do. …The day I was fired, people ran with the pack, the new order. That still haunts me today… To become a persona non gratis is very hard to describe. It’s a horrible thing to go through.
Given recent news headlines involving various governments around the world, that is a very astute observation.
The second example offers a fascinating insight into a brand that decided to make a stand in a crisis that risked its reputation in every possible way.
In the late 1980s, the UK was embroiled in the BSE crisis – ‘mad cow disease’. Questions were being asked about whether or not there was a link between BSE in cattle and CJD in humans and whether or not it was safe to consume beef. The scientific facts were inconclusive and scientists were at odds with one another. There was a lot of emotional reporting in the media about the risks, creating growing concerns amongst consumers, particularly families.
At the time, over 80% of the menu in McDonalds restaurants comprised of beef-based products.
With no clear guidance coming from within the food industry, McDonald’s held a scenario planning day to consider how bad the situation was. What was the very worst case scenario and what would be the consequences for the company? It was not a pretty picture. McDonald’s decided there and then that they would stop selling British beef. All stock would be moved out of all of the stores and somehow they would replace it with alternative supplies. It took 48 hours and was one of the biggest logistical exercises the company had ever undertaken.
For two days, there was little produce left in the stores. And sales barely dropped. People still came into the stores and bought chicken or extra fries instead. McDonald’s felt that it was testament to the power of the brand that people still trusted them and bought whatever food was available. However, it was also made clear that the rest of the industry and the UK government were not best pleased with the decision. A lot of bridge-building was required in the aftermath.
Looking back when asked if McDonald’s had panicked in the crisis, the comment was made:
Crisis management is about being able to make good decisions and being seen to be implementing them. It was the right decision at the right time.
And closing out the interviews, the following observation was given:
You don’t want to manage a successful business as though it is a burning platform. It’s great to be able to respond to a crisis properly but it is better to manage a business in a thoughtful way rather than always be in a fire-fighting situation.
Nokia came to mind with that quote… An excellent podcast (it’s a rather good series in general) and well worth listening to if you can access the recording.
- The Bottom Line: Managing in a crisis – BBC Radio 4 (may not be available to download outside of the UK)
- Ex-Olympus chairman gets suspended sentence for fraud – Bloomberg, July 2013
Flickr image: 吞拿魚(金槍魚)壽司 – Tuna sushi kindly shared by Thomas Lok
Utterly unrelated side note: The only dose of food poisoning I have experienced to date was from a dodgy tuna sandwich…
Creating a hierarchy based on total scores and overall ‘influence’ risks lowering the value of a social network because total contributions do not mean every individual contribution is a good one
An example to follow on from a recent post: Social networks do not need a hierarchy.
A lot of social networking tools are focusing on the use of scores, badges and ‘gamification’ to encourage participation and highlight the key players, the ‘influencers’. Personally, I’m not a fan. I’m all for awards representing a significant achievement. But becoming mayor of the local train station simply by ‘checking in’ more times than anyone else is not on my list of priorities. However I have to accept the evidence. Simple games and badges work in certain scenarios – they increase participation compared to similar systems without them. But as Steve Jobs once said:
Incentive structures work so be careful what you incentivise people to do. Because it can create all sorts of unintended consequences.
The following picture shows the points and status for two people who have responded to a question on a Microsoft technology forum. At first blush, who is likely to be the authoritative source?
Yes, the one on the left is me. Or rather, my SharePoint clone. I haven’t participated regularly on a tech forum since the 90s. If I had taken the screenshot a few minutes sooner, I had a far more impressive null point (say it in a fake French accent and think of Eurovision). It seems I’ve been awarded 5 points for answering a question. On the right is another Microsoft partner who is also an MVP – that’s a Microsoft Most Valued Professional, an award given for contributions within the Microsoft community. And he has a tub-thumping 5,645 points.
So who’s answer would you trust the most based on this information? It’s OK, I’m not offended. I wouldn’t pick me either on this basis. Naturally, that’s the point of this post…
The question being answered was to do with enterprise search. I answered the question in its entirety. 7 steps that could be easily followed. The other partner added a general comment and a link to his blog post related to the topic but not answering the specific question. It provided no extra information but will have given him some more points and link love for his web site to boot. And why wouldn’t he, that’s what people are being incentivised to do. (Side note: I’ve greyed out the identity because the person involved is very knowledgeable about SharePoint and his MVP status is well deserved.)
I have a strong technical background in enterprise search and SharePoint. But that was quite some time ago. Even if I’d been given a big badge for it at the time, it wouldn’t matter now. Because the search functionality has changed dramatically over the various version releases and plenty of others have since caught up with my knowledge and surpassed it. The only reason I decided to answer a question in a technical forum for the first time in over a decade is because the person’s question had turned up in a search result. I was checking some information, saw the question was nearly identical to what I was checking and that it had gone unanswered for over a week. So I decided to respond. Likelihood of answering another one in the near future? Not high. And the world will (hopefully) keep orbiting the sun.
All a social network needs is a mechanism for connecting people with knowledge to people with questions. In short, it just needs a damn good search engine. This is why Flickr is such a brilliant example. You don’t search through photographs based on the points awarded to people based on their contributions. Not unless you are a fan following a celebrity photographer. Search and tags help you find the type of picture you are looking for. We are insanely good at judging whether or not what we are looking at is what we need. If not, move on.
Will that stop us from using badges and points in social networks and communities? Of course not. People are naturally competitive (whether we admit it or not) and crave recognition. Some are more easily satiated than others through simple rewards and manipulation. And when the network is owned by an organisation, there is value in discovering who are the most frequent contributors. Microsoft’s MVP programme is well run and those rewarded deserve the credit given for their ongoing commitment to Microsoft technologies. They donate a lot of time to help others. But displaying high scores on individual questions risks lowering the value of a network by focusing on the hierarchy of badges rather than the content. The better solutions are those that allow thumbs-up/down on an individual item basis. It doesn’t matter if you’ve got a grand total of 405,421 ‘thumbs-up’. What might matter is that you’ve got 10 thumbs-up for the question I need answering compared to no more than 2 thumbs-up for everyone else who answered it.
The power and beauty of a social network is that each individual connection between two nodes can be as valuable as the next one. Introducing a hierarchy risks losing that equality and weakens the system.
Related blog posts
- Social networks do not need a hierarchy
- Networks need individuals who care
- The value in social networks
Flickr image: Badge collection by Drew McLellan. As with the original post, kindly shared and no badges or hierarchy required to discover it