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SOCIAL MEDIA
 __________ and the power of! __________!


INNATE INTERESTINGNESS


NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH
           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
1 WHY USE SOCIAL MEDIA?
 2 INNATE INTERESTINGNESS
 3 KEY TAKEAWAYS



NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   2
           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
1 WHY USE
       SOCIAL MEDIA?


NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   3
           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
PSYCHOLOGICAL NEEDS
Satisfies our deep-seated desire for
connection & communication

Helps us measure the intimacy and
influence index of our relationships

For many it has become key to self-esteem

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   4
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
A FEW STATS
Global study: students & young workers 1

56 % would refuse to work for a company
that banned access to SM

24% access to SM would be a deciding
factor in accepting a job

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   5
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
SM IN ORGANISATIONS
Can engender a sense of belonging

Its use (or lack thereof) can reflect and
change an organisation’s culture

Can act as an alternative social structure
(Twitter + Arab countries = culture clash)

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   6
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
RISKS
Lack of controllability
Difficult to monitor & manage

Transparency & accountability
It’s a two-way conversation

Flatter structure
Can result in power shifts

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   7
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
BLOOPERS
#gettingslizzerd at American Red Cross




  NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   8
             All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
2 INNATE
   INTERESTINGNESS


NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   9
           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
ADOPTION

 How do we get employees to adopt
social media within an organisation?




 NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   10
            All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
ADOPTION
Psychology of decision-making shows:

We are motivated to achieve our goals in
the most rewarding, effective way possible 2

Our response to a request will usually stem
from the way we feel about it 2

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   11
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
COMPLIANCE
We’re more likely to comply with requests
we find interesting in and of themselves

The kick we get from performing exciting or
stimulating tasks can boost compliance 3

SM is more likely take root if adopted by
seniors within the company
    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   12
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
CASE STUDY: OPINION SPACE




 NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   13
            All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
CASE STUDY: OPINION SPACE
Silverman Research & Opinion Space

Interactive, visually compelling online
survey based on feedback

Social and engaging, showed position
relative to peers

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   14
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
3 KEY TAKEAWAYS


NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   15
           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
KEY TAKEAWAYS
SM can provide a powerful way to effect
cultural change in an organisation

Successful adoption depends on making
your internal SM rewarding and engaging

SM should help your employees meet their
goals to be rewarding

    NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   16
               All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
WANT TO KNOW MORE?
                              Contact my agent:

                              Jacq@londonwritersclub.com




                              The Web Psychologist . com
                              @TheWebPsych

NATHALIE NAHAI        /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   17
           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
REFERENCES
1   Cisco (2011) ‘Connected world technology report’ www.cisco.com/en/US/netsol/ns1120/index.html
    (accessed 9 January 2012).

2   R. B. Cialdini and N. J. Goldstein (2004) ‘Social influence: Compliance and conformity’, Annual Review of
    Psychology, 55: 591–621

3   B. Rind and D. Strohmetz (1999) ‘Effect on restaurant tipping of a helpful message written on the back of
    customers’ checks’, Journal of Applied Social Psychology, 29: 139–44.




         NATHALIE NAHAI               /        THE WEB PSYCHOLOGIST                                     /       @THEWEBPSYCH   18
                           All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.

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Nathalie nahai social media and the power of innate interestingness

  • 1. SOCIAL MEDIA __________ and the power of! __________! INNATE INTERESTINGNESS NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 2. 1 WHY USE SOCIAL MEDIA? 2 INNATE INTERESTINGNESS 3 KEY TAKEAWAYS NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 2 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 3. 1 WHY USE SOCIAL MEDIA? NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 3 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 4. PSYCHOLOGICAL NEEDS Satisfies our deep-seated desire for connection & communication Helps us measure the intimacy and influence index of our relationships For many it has become key to self-esteem NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 4 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 5. A FEW STATS Global study: students & young workers 1 56 % would refuse to work for a company that banned access to SM 24% access to SM would be a deciding factor in accepting a job NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 5 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 6. SM IN ORGANISATIONS Can engender a sense of belonging Its use (or lack thereof) can reflect and change an organisation’s culture Can act as an alternative social structure (Twitter + Arab countries = culture clash) NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 6 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 7. RISKS Lack of controllability Difficult to monitor & manage Transparency & accountability It’s a two-way conversation Flatter structure Can result in power shifts NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 7 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 8. BLOOPERS #gettingslizzerd at American Red Cross NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 8 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 9. 2 INNATE INTERESTINGNESS NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 9 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 10. ADOPTION How do we get employees to adopt social media within an organisation? NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 10 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 11. ADOPTION Psychology of decision-making shows: We are motivated to achieve our goals in the most rewarding, effective way possible 2 Our response to a request will usually stem from the way we feel about it 2 NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 11 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 12. COMPLIANCE We’re more likely to comply with requests we find interesting in and of themselves The kick we get from performing exciting or stimulating tasks can boost compliance 3 SM is more likely take root if adopted by seniors within the company NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 12 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 13. CASE STUDY: OPINION SPACE NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 13 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 14. CASE STUDY: OPINION SPACE Silverman Research & Opinion Space Interactive, visually compelling online survey based on feedback Social and engaging, showed position relative to peers NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 14 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 15. 3 KEY TAKEAWAYS NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 15 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 16. KEY TAKEAWAYS SM can provide a powerful way to effect cultural change in an organisation Successful adoption depends on making your internal SM rewarding and engaging SM should help your employees meet their goals to be rewarding NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 16 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 17. WANT TO KNOW MORE? Contact my agent: Jacq@londonwritersclub.com The Web Psychologist . com @TheWebPsych NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 17 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.
  • 18. REFERENCES 1 Cisco (2011) ‘Connected world technology report’ www.cisco.com/en/US/netsol/ns1120/index.html (accessed 9 January 2012). 2 R. B. Cialdini and N. J. Goldstein (2004) ‘Social influence: Compliance and conformity’, Annual Review of Psychology, 55: 591–621 3 B. Rind and D. Strohmetz (1999) ‘Effect on restaurant tipping of a helpful message written on the back of customers’ checks’, Journal of Applied Social Psychology, 29: 139–44. NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 18 All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.