Synthetron , social brainstorm, Every year, top B2B researchers get together for the BIG conference (http://bigconference.org/conference.htm). Over three days they hear about the latest developments in the research world, learn insights from case studies and debate key issues for the industry. Synthetron's Catherine Shovlin presented a paper this year about harnessing social brainstorming, using the concept of water cooler conversations to demonstrate the importance of a non-intrusive research method that allows the client to listen conclusively to dispersed groups. Delegates considered this to be the best of the 18 talks they saw and she was delighted to pick up the Best Presentation Award. As a result of the event, we are now working with the global organisation for accounting professionals ACCA (http://www.accaglobal.com/) to reach their 130k members and 350k students worldwide.

1. The Water Cooler writ largeCatherine.Shovlin@synthetron.comBIG Conference 2009 Harnessing social brainstorms for better business decisions 01/05/2009 1

2. Harnessing social brainstorming Why it is relevant Some thoughts How it works 3 real life examples 01/05/2009 2 Improving the water cooler conversation

3. Why the water cooler works so nicely Easy to talk, informal Less pressure than a meeting Free flowing, no agenda Fairly inclusive Human scale group 01/05/2009 3 An easy way to chat

4. Limitations of the water cooler Geographic (single point) Group dynamics (leader, shy etc) No objective (can be irrelevant, inconclusive) Peer pressure, some risk Very difficult to collect and analyse 01/05/2009 4 Small, random social brainstorms

5. Extending the water cooler - technology With web 2.0 it becomes possible to connect many more people into “conversations” Build on what works and overcome what doesn’t Blogs, tweets, chatrooms, unconferences, online brainstorms... 01/05/2009 5 Move with the times

6. Extending the water cooler - inclusion Online social brainstorming avoids Prejudice (nobody knows who is speaking) Dominance (no waiting for your turn to speak) Shyness (easier to speak up, time to think what to say, never look stupid) Taboos, political correctness, masks 01/05/2009 6 Say what you like, we won’t laugh at you

7. Individual logs on at their own pc How social brainstorming works

8. How social brainstorming works Moderator with agreed discussion guide

9. Several individuals each at their own pc How social brainstorming works

10. How social brainstorming works 01/05/2009 Many individuals each at their own pc 01/05/2009 10

11. Helpful features of the process Safe:a safe place to talk – anonymous, confidential Scalable: 10-1000 participants Fast: brief to report in 1-2 weeks Testing: research probers can float extreme views to test hypotheses confidential, conversational 01/05/2009 11

12. Helpful features of the output Qualitative: 100 people will generate 1000s of comments. Conclusive: data is ranked by participants so we can quantifiably identify the top feelings and ideas. Comparative: benchmark activity, buzz words, motivational profile 01/05/2009 12 All comments are heard, strongest ones float up, others fade away

13. Some thoughts 01/05/2009 13 ... any two cells or systems of cells that are repeatedly active at the same time will tend to become 'associated', so that activity in one facilitates activity in the other." (Hebb, 1949)  motivating, empowering .. the smartest groups then, are made up of people with diverse perspectives who are able to stay independent of each other. (Surowiecki, 2004)  useful, constructive connections and ripples

14. Case 1: wake up call CHALLENGEMajor change program in bank, management want to know how to accelerate process APPROACHStaff social brainstorm OUTCOMEStaff have a rather different view of the problem 01/05/2009 14 We need to learn from what went wrong Quantity of complaints from customer is increasing Why going on claiming that everything is ok when everyone knows we are experiencing problems? Not for the faint hearted

15. Case 2: listening to customer knowledge CHALLENGEPharm company needs to prioritise R&D on main painkiller brand APPROACHSales-force social brainstorm OUTCOMEUsing staff to summarise customer need changes priorities radically 01/05/2009 15 We just need the packaging to be... Why didn’t they just ask us? The product is fine, that’s not the issue Listening saves time and money

16. Case 3: motivating all kinds of staff CHALLENGEMuch lower job satisfaction among women APPROACHSeparate male and female social brainstorms around motivation and leaving the business OUTCOMEClear understanding of differences and restructuring of “the deal” to suit more staff 01/05/2009 16 Difficult to make priorities without feeling guilty Never heard of anybody chastised for NOT working weekends Do not agree that I work in a company where I have never had to make any compromise to my moral values Find pressure points I’m proud of working for a better future

17. Case 3 (contd): Measuring motivation All statements are logged with their support level Language analysis tags statements as eg away from / towards Weighted averages determine the Grid for that group  objective insight + comms advice 01/05/2009 17 Male staff motivational grid Historic focus, fix problems Big picture, flexibility Reflective, passive Change ready, variety Female staff motivational grid Balance, clear route Balance, fix and strive Active, empowered Progress not revolution

18. Find the buzz Summary Listening to genuine points of view informs decision makers Ranking makes it possible to identify the big themes Online and global increases inclusivity and honesty Quantified qual supports benchmarking and comparisons Reach and speed can be an advantage in large organisations 01/05/2009 18