Kate Niederhoffer at SBS2010

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Classic Rocks, Corporate Culture: Social Psychological Principles of Change

Social psychology helps us understand individuals and how they are affected by the presence of others-- the very essence of how we get hierarchical, siloed, and competitive cultures to change to more democratic, participative, or hiveminded ones. This session will address several classic social psychological principles that are important to embrace when attempting to change to a corporate culture that embraces social technology and collaborative business processes.

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  • Kate Niederhoffer at SBS2010

    1. 1. Classic Rocks, Corporate Culture Principles of psychological change Social Business Summit
    2. 2. Social Business Summit March 2010 Photo credit:Group. Confidential and Proprietary ® 2010 Dachis Gideon Tsang on Flickr 2
    3. 3. Social Business Summit March 2010 A social psychological language Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    4. 4. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    5. 5. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    6. 6. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: “We're all in that position with regard to other minds, Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    7. 7. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: “We're all in that position with regard to other minds, generally -- we don't really know what it's like to be other Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    8. 8. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: “We're all in that position with regard to other minds, generally -- we don't really know what it's like to be other people. Much of what social psychology is about is being Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    9. 9. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: “We're all in that position with regard to other minds, generally -- we don't really know what it's like to be other people. Much of what social psychology is about is being able to think and talk about experience in a way that Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    10. 10. Social Business Summit March 2010 A social psychological language • Seeing life from the perspective of an animal that can't see: “We're all in that position with regard to other minds, generally -- we don't really know what it's like to be other people. Much of what social psychology is about is being able to think and talk about experience in a way that helps us bridge the gap from one mind to another.” Photo credit: bMendez68 on Flickr ® 2010 Dachis Group. Confidential and Proprietary 3
    11. 11. Social Business Summit March 2010 So what do we know about people that can help us change corporate culture? We have a fundamental need to belong ® 2010 Dachis Group. Confidential and Proprietary 4 Photo credit: wikipedia.org
    12. 12. Social Business Summit March 2010 So collaborative cultures should be easy... • We seek affiliation, friendship, intimacy… • We want to be seen as likable • We want to gain approval • We conform to othersʼ preferences to fit in ® 2010 Dachis Group. Confidential and Proprietary 5
    13. 13. Social Business Summit March 2010 Why isnʼt it easy? ® 2010 Dachis Group. Confidential and Proprietary 6
    14. 14. Social Business Summit March 2010 ® 2010 Dachis Group. Confidential and Proprietary 7
    15. 15. Social Business Summit March 2010 Which of the comparison lines is the same as the standard line? Asch, 1955 ® 2010 Dachis Group. Confidential and Proprietary 8
    16. 16. Social Business Summit March 2010 What did participants do? ® 2010 Dachis Group. Confidential and Proprietary 9
    17. 17. Social Business Summit March 2010 Photo credit: *jude* on Flickr ® 2010 Dachis Group. Confidential and Proprietary 10
    18. 18. Social Business Summit March 2010 ® 2010 Dachis Group. Confidential and Proprietary *jude* on Flickr 11
    19. 19. Social Business Summit March 2010 76% went along with the clearly incorrect majority at least once ® 2010 Dachis Group. Confidential and Proprietary *jude* on Flickr 11
    20. 20. Social Business Summit March 2010 76% went along with the clearly incorrect majority at least once Would you have gone along with the majority? ® 2010 Dachis Group. Confidential and Proprietary *jude* on Flickr 11
    21. 21. Social Business Summit March 2010 What if it wasnʼt about line-size? ® 2010 Dachis Group. Confidential and Proprietary 12
    22. 22. Social Business Summit March 2010 What if it wasnʼt about line-size? • What if your colleagues wanted to put your brand on Twitter, ® 2010 Dachis Group. Confidential and Proprietary 12
    23. 23. Social Business Summit March 2010 What if it wasnʼt about line-size? • What if your colleagues wanted to put your brand on Twitter, - but you knew in your heart nobody would actually respond to tweets? ® 2010 Dachis Group. Confidential and Proprietary 12
    24. 24. Social Business Summit March 2010 What if it wasnʼt about line-size? • What if your colleagues wanted to put your brand on Twitter, - but you knew in your heart nobody would actually respond to tweets? ® 2010 Dachis Group. Confidential and Proprietary 12
    25. 25. Social Business Summit March 2010 What if it wasnʼt about line-size? • What if your colleagues wanted to put your brand on Twitter, - but you knew in your heart nobody would actually respond to tweets? • What if your boardroom was discussing implementing a corporate social network ® 2010 Dachis Group. Confidential and Proprietary 12
    26. 26. Social Business Summit March 2010 What if it wasnʼt about line-size? • What if your colleagues wanted to put your brand on Twitter, - but you knew in your heart nobody would actually respond to tweets? • What if your boardroom was discussing implementing a corporate social network - but you didnʼt think anyone would use it? ® 2010 Dachis Group. Confidential and Proprietary 12
    27. 27. Social Business Summit March 2010 ® 2010 Dachis Group. Confidential and Proprietary 13
    28. 28. Social Business Summit March 2010 This is what weʼre seeing ® 2010 Dachis Group. Confidential and Proprietary 13
    29. 29. Social Business Summit March 2010 This is what weʼre seeing ® 2010 Dachis Group. Confidential and Proprietary 13
    30. 30. Social Business Summit March 2010 This is what weʼre seeing • People generally say they support the desired goal - especially in a group setting: ® 2010 Dachis Group. Confidential and Proprietary 13
    31. 31. Social Business Summit March 2010 This is what weʼre seeing • People generally say they support the desired goal - especially in a group setting: ® 2010 Dachis Group. Confidential and Proprietary 13
    32. 32. Social Business Summit March 2010 This is what weʼre seeing • People generally say they support the desired goal - especially in a group setting: “Letʼs do social” ® 2010 Dachis Group. Confidential and Proprietary 13
    33. 33. Social Business Summit March 2010 This is what weʼre seeing • People generally say they support the desired goal - especially in a group setting: “Letʼs do social” ® 2010 Dachis Group. Confidential and Proprietary 13
    34. 34. Social Business Summit March 2010 This is what weʼre seeing • People generally say they support the desired goal - especially in a group setting: “Letʼs do social” • Are we just conforming to the majority? ® 2010 Dachis Group. Confidential and Proprietary 13
    35. 35. Social Business Summit March 2010 Because behaviors arenʼt in line with whatʼs being said ® 2010 Dachis Group. Confidential and Proprietary 14
    36. 36. Social Business Summit March 2010 In order to change culture... We need to make people aware of their anti-social behaviors; itʼs too easy to talk-the-talk No one is doing anything wrong-- itʼs a basic human tendency, like conformity. Weʼre not aware of discrepancies between our attitudes and behaviors ® 2010 Dachis Group. Confidential and Proprietary 15
    37. 37. Social Business Summit March 2010 Are you in favor of water conservation? Photo credit:Group. Confidential and Proprietary evoo73 on Flickr; ® 2010 Dachis 16 Experiment: Dickerson, Thibodeau, Aronson, & Miller, D. (1992)
    38. 38. Social Business Summit March 2010 Who takes the shortest showers? Mindfulness: Do you always take the shortest possible showers, no lingering? Commitment: See Poster vs. Sign Flyer “Take shorter showers! If I can do it, so can you” 17 ® 2010 Dachis Group. Confidential and Proprietary Photo credit: kevindooleyon Flickr
    39. 39. Social Business Summit March 2010 What brings behaviors in line? • Mindfulness and Commitment ® 2010 Dachis Group. Confidential and Proprietary Photo: wwarby on Flickr
    40. 40. Social Business Summit March 2010 So how do we get peopleʼs behaviors in line with their allegedly social attitudes? • Shouldnʼt we just tell them to stop? • STOP: emailing, working without constant communication, hoarding information from colleagues, command and control management, silo- ing processes... Source DʼArcy Norman and Proprietary ® 2010 Dachis Group. Confidential 19
    41. 41. Social Business Summit March 2010 Tweet Something… Anything that comes to mind… ® 2010 Dachis Group. Confidential and Proprietary 20
    42. 42. Social Business Summit March 2010 Go ahead and tweet something again, but try not to think of a white bear ® 2010 Dachis Group. Confidential and Proprietary 21 Photo credit: Marfis75
    43. 43. Social Business Summit March 2010 OK, now feel free to think of a white bear ® 2010 Dachis Group. Confidential and Proprietary 22 Photo credit: Marfis75
    44. 44. Social Business Summit March 2010 Rebound Effect PHASE 2 PHASE 3 Rings Rings Experimental 6 16 Control --- 11 Phase 1: 5min Verbalization 2: Donʼt think of White Bear (experimental only) Phase 3: Think about White Bear Photo credit:Group. Confidential and Flickr ® 2010 Dachis BruceTurner Proprietary 23
    45. 45. Social Business Summit March 2010 Trying to control our minds • Donʼt think of a white bear • Donʼt swing the pendulum on the forbidden axis • Donʼt eat chocolate Irony: Easy to change our mind, get new ideas, see new perspective, but when we try NOT to think about something… ® 2010 Dachis Group. Confidential and Proprietary 24
    46. 46. Social Business Summit March 2010 Takeaways ® 2010 Dachis Group. Confidential and Proprietary 25
    47. 47. Social Business Summit March 2010 Takeaways • We have a leg up, given our social inclination - our need to belong. ® 2010 Dachis Group. Confidential and Proprietary 25
    48. 48. Social Business Summit March 2010 Takeaways • We have a leg up, given our social inclination - our need to belong. • Task at hand is not about changing attitudes; focus on behaviors. Make people mindful of anti-social behaviors and bring them in line with attitudes. ® 2010 Dachis Group. Confidential and Proprietary 25
    49. 49. Social Business Summit March 2010 Takeaways • We have a leg up, given our social inclination - our need to belong. • Task at hand is not about changing attitudes; focus on behaviors. Make people mindful of anti-social behaviors and bring them in line with attitudes. • Bring about change by focusing on what to do rather than what not to do. ® 2010 Dachis Group. Confidential and Proprietary 25
    50. 50. Social Business Summit March 2010 Letʼs get tactical ® 2010 Dachis Group. Confidential and Proprietary 26
    51. 51. Social Business Summit March 2010 Letʼs get tactical 1. Break it down ® 2010 Dachis Group. Confidential and Proprietary 26
    52. 52. Social Business Summit March 2010 Letʼs get tactical 1. Break it down Question current definitions and ways of working to build a foundation for change. ® 2010 Dachis Group. Confidential and Proprietary 26
    53. 53. Social Business Summit March 2010 Letʼs get tactical 1. Break it down Question current definitions and ways of working to build a foundation for change. 2. Provide a glimmer of hope  ® 2010 Dachis Group. Confidential and Proprietary 26
    54. 54. Social Business Summit March 2010 Letʼs get tactical 1. Break it down Question current definitions and ways of working to build a foundation for change. 2. Provide a glimmer of hope  Offer alternatives. Start with a pilot. Expose newbies to those further down the road, more immersed in social. ® 2010 Dachis Group. Confidential and Proprietary 26
    55. 55. Social Business Summit March 2010 Letʼs get tactical 1. Break it down Question current definitions and ways of working to build a foundation for change. 2. Provide a glimmer of hope  Offer alternatives. Start with a pilot. Expose newbies to those further down the road, more immersed in social. 3. Rebuild the new, social employee  ® 2010 Dachis Group. Confidential and Proprietary 26
    56. 56. Social Business Summit March 2010 Letʼs get tactical 1. Break it down Question current definitions and ways of working to build a foundation for change. 2. Provide a glimmer of hope  Offer alternatives. Start with a pilot. Expose newbies to those further down the road, more immersed in social. 3. Rebuild the new, social employee  Introduce a new belief system, not just a new feature set. Recall how easy it is to fall back on what we know; here, you have to go out of your way to offer up new ways to think about things. ® 2010 Dachis Group. Confidential and Proprietary 26
    57. 57. Thank You kate@dachisgroup.com 512-275-7832 ® 2009 Dachis Group. Confidential and Proprietary 27
    58. 58. Thank You kate@dachisgroup.com 512-275-7832 ® 2009 Dachis Group. Confidential and Proprietary 27
    59. 59. Thank You kate@dachisgroup.com 512-275-7832 ® 2009 Dachis Group. Confidential and Proprietary 27

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