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Social: A Network Leader's Perfect Diversity Platform

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A model of individual and group behavioural change, planning, and measurement. Oh, with some 'social' thrown in too. Social: A Network Leader's Perfect Diversity Platform" in NYC, NY June 17th 2014

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Social: A Network Leader's Perfect Diversity Platform

  1. 1. 2014 www.DiversityBestPractices.com SOCIAL—A Network Leader’s  Perfect Diversity Platform David C. Thompson about.me/dcthompson @dcthmpsn
  2. 2. 2014 www.DiversityBestPractices.com Purpose  To develop a plan that connects your  objectives as a Network Leader to  measurable outcomes, using ‘social’  as an enabling tool
  3. 3. 2014 www.DiversityBestPractices.com Key Takeaways  Tools and time within a group environment to  realistically explore what it is you’re trying to  achieve through using socially‐enabled tools as  a Network Leader  A measurement framework to track and,  ultimately, celebrate your work  Metrics in social—a realistic discussion of what  translates offline and what’s just nonsense  Facilitated peer‐discussion regarding barriers to  behavior change, and some things to think  about when planning to enrich for success
  4. 4. 2014 www.DiversityBestPractices.com Two Truths and a Fib  I am a member of the Royal Society  of Chemistry  I am a rabid fan of English Football  In a past life I co‐hosted a late night  radio show
  5. 5. 2014 www.DiversityBestPractices.com WHO WANTS TO SWITCH  SEATS?
  6. 6. 2014 www.DiversityBestPractices.com The wily draw of pattern http://www.rhl.org/blog/blog/classes/the‐assigned‐seat‐phenomena/1460/ http://www.psychologytoday.com/blog/people‐places‐and‐things/201111/seating‐planning
  7. 7. 2014 www.DiversityBestPractices.com As a Network Leader, Homophily is your  enemy 
  8. 8. 2014 www.DiversityBestPractices.com Barriers to Change  At your tables brainstorm the nature  of barriers to change (5 mins)  Think about how they manifest at the  individual, organizational, and societal  levels  Think about ways you’ve seen people,  organizations, societies overcome those  barriers  Group debrief (10 mins)
  9. 9. 2014 www.DiversityBestPractices.com Should we all just go home now? ‘Exploit’ Current state ‘Explore’ ‘Engagement’ – “… social  learning, usually within a peer  group, that typically leads to  the development of behavioural norms and social  pressure to enforce those  norms”* * “Social Physics: How good ideas spread” Alex Pentland www.socialphysics.org
  10. 10. 2014 www.DiversityBestPractices.com There is hope http://nudges.wordpress.com/the‐amsterdam‐urinals/
  11. 11. 2014 www.DiversityBestPractices.com Who is in?  Doing something you don’t currently,  requires engagement and focus  These are the behaviours that will  shift your patterns of ‘exploitation’ in  the direction you yourself identified  Do you have the engagement and focus to begin this journey?
  12. 12. 2014 www.DiversityBestPractices.com Social 1‐oh‐1  “A contextual, digital, interaction  between people and content,  mediated by search” ContentPeople This is inherently asymmetric with respect to people
  13. 13. 2014 www.DiversityBestPractices.com Gartner Magic quadrant for social software in the workplace http://www.jivesoftware.com/why‐jive/resources/analyst‐ reports/register‐gartner‐mq‐2013‐ssiw/
  14. 14. 2014 www.DiversityBestPractices.com Where do you want to go?  Commander’s intent is an intent  describing [military] focused operations and it is  a publicly stated description of the  end‐state as it relates to forces (entities,  people) and terrain, the purpose of the  operation, and key tasks to  accomplish. It is developed by a small group,  e.g. staff, and a commander. http://en.wikipedia.org/wiki/Intent_(military)#Commander.27s_intent
  15. 15. 2014 www.DiversityBestPractices.com Where do you want to go?
  16. 16. 2014 www.DiversityBestPractices.com Where do you want to go?  Individually take 5 minutes and reflect on  where you want to take your group as a  Network Leader. Consider:  Starting backwards – what’s the outcome  you’re trying to affect?  In the service of what?  How is what you are planning connected to  the bigger picture?  How are you planning on using social tools?  Have you considered multiple paths to your  outcome(s)?  Group debrief 5‐10 minutes
  17. 17. 2014 www.DiversityBestPractices.com Social Measurement 1‐oh‐1  Frame what you can measure in  terms of ‘level of engagement’ Increasing engagement Advocacy Understanding Awareness
  18. 18. 2014 www.DiversityBestPractices.com Example: Advocacy  A status update, or tweet, read by my  followers can be re‐shared to their  followers through ‘re‐tweeting’  We don’t just want to produce content  for the sake of it. How can we measure  engagement with this content:  Ratio of re‐tweet/tweet is a proxy for  engagement:  How much of the content I create, is  subsequently re‐shared, by my followers?
  19. 19. 2014 www.DiversityBestPractices.com Example: @boehringerus Retweet Count Tweet Count  (8/29/2012) Tweet Count  (12/7/2012) Delta 25 1 1 0 12 1 1 0 11 1 1 0 9 1 1 0 8 1 1 0 7 4 4 0 6 2 4 2 5 12 14 2 4 21 29 8 3 38 55 17 2 77 125 48 1 153 220 67 0 300 410 110 Total 612 866* 254 Ratio 0.51 0.53 0.57
  20. 20. 2014 www.DiversityBestPractices.com Use a Logic Model http://www.cancercorecompetency.org/howto.php
  21. 21. 2014 www.DiversityBestPractices.com It’s measurement Jim …  Individually take 5 minutes and  revisit where you want to take your  group as a Network Leader. Consider:  Inputs  Outputs  How will you measure outcomes?  Group debrief 5‐10 minutes
  22. 22. 2014 www.DiversityBestPractices.com Purpose  To develop a plan that connects your  objectives as a Network Leader to  measurable outcomes, using ‘social’  as an enabling tool
  23. 23. 2014 www.DiversityBestPractices.com Key Takeaways  Tools and time within a group environment to  realistically explore what it is you’re trying to  achieve through using socially‐enabled tools as  a Network Leader  A measurement framework to track and,  ultimately, celebrate your work  Metrics in social—a realistic discussion of what  translates offline and what’s just nonsense  Facilitated peer‐discussion regarding barriers to  behavior change, and some things to think  about when planning to enrich for success
  24. 24. 2014 www.DiversityBestPractices.com QUESTIONS?

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