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Next time you feel like broadcasting some gloomy tale of woe on Facebook, you might want to think twice. Your friends could catch your feelings. Psychologists have long known that emotions, just like germs, are contagious. People exposed to a person experiencing strong emotions may experience similar feelings, catching them through facial expressions, tones of voice or some other means. But now there is a new means of transmission -- social media. Facebook data scientist Adam D.I. Kramer analyzed postings by about 1 million English speakers and their roughly 150 million friends in multiple countries on the social network to show that the words people use in their status updates drive the emotions of their online friends, even days later. Kramer found people who used emotionally loaded words like "happy," "hug," "sick," and "vile" in their status updates sparked similar emotions in later Facebook postings by their friends.

Freedom and personal autonomy are more important to people's well-being than money, according to a meta-analysis of data from 63 countries published by the American Psychological Association.

The same surveys that show CEOs' ideas of successful business strategies also show that they view the environment of the business, not the business itself, as the source of the greatest business risk - because it keeps changing faster and faster. As it does, customer needs and wants will inevitably do so as well, and probably faster and faster. Your business intelligence that analyzes these needs and wants must be open to the customer's indication of those changes - which often show up as information in an Other Category. And if you want to hug the customer closer, you need to ensure that the customer's changes result in the customer finding you to be an even better fit for purpose, and thus hugging you better. To do this, pick business intelligence solutions that will continue to handle the Other Categories of the future. Your customers may well hug you for it.

According to the U.S. Census Bureau's official "Population Clock," around 311 million people live in the U.S. at this moment.  Now here's the interesting thing: new data from Edison Research and Arbitron indicates that more than half of Americans over the age of 11 have a Facebook account.

The customer-centered company needs to make its products interactive, train its people for co-creative dialogue, redesign its physical places for two-way interactions, and open up the architecture of its digital sites to other processes and content that the company doesn't control. Nike puts a sensor in its shoes that lets runners track their runs and has a web platform where exchange data with others. Starbucks encourages a dialogue across all its stakeholders through the highly popular mystarbucksidea.com website. 3M invites its B2B customersto co-create new products with its R&D people live in their corporate labs. Apple invites third parties to develop new applications for its iPhones, iPads, and iPods. Companies are generally unprepared for this transformation to experience co-creation. Most product development groups continue to design non-interactive products. Company people in call centers and company stores still generally follow company narratives. Most corporate IT departments and suppliers are trained in one-way project-management techniques incompatible with true engagement-platform development. Herein lies the transformational challenge customer experience managers will face as they become customer-experience co-creators.

As more shoppers arrive in stores with price and product data literally at their fingertips via smartphones, their interaction with sales associates - most still earning a risible $7-10 an hour in an era of $4-per-gallon gas - is more crucial than ever. A study conducted by the Verde Group and the Wharton School of Business found that the single most critical element in customer satisfaction was not billion-dollar branding, advertising or extensive use of social media, but the quality of those personal moments when a shopper chooses -or not - to become a paying customer.

In Innovation Deep Dive, Lisa Strausfeld from Pentagram has contrasted the drivers and the impact of innovation of various countries by way of an interactive line ranking. The visualization uses quite a large set of different datasets, ranging from Gallup and business schools reports, to the usual suspects like the UNESCO and the World Bank. The interface requires some trial-and-error to get used to (e.g. the data categories at the top are clickable), but creates a compelling overview of how different nations actually perform versus how their business executives perceive the same issue.

Location based social network Foursquare celebrated 10 million registered users yesterday but how are businesses and organizations using the platform? I wrote a year ago next month about the incredible potential offered by Foursquare accounts for organizations: following a Foursquare page as a user is like opting-in to view the world through the lens of that organization's geo-annotations. It can be awesome. (My favorites? History Channel and Eater.) Are businesses getting into it? For one perspective on that question, I extracted some data from the 128 most recent Foursquare Pages that have been created. The 128 most recent Foursquare Page holders have added 728 tips in 311 cities so far. They've amassed a total of over 8,000 Foursquare followers and they came in with some social media experience as well: those organizations already had an aggregate of over 800,000 Twitter followers.

By Jeremiah Owyang with Andrew Jones, Christine Tran, and Andrew Nguyen Includes input from 63 ecosystem contributors, survey data from 144 social business program managers, and analysis of 50 social media crises

Communicopia undertook this research to better understand how non-profit leaders manage digital and online initiatives in their organizations. In our experience it's well led, well structured, and well resourced teams that are the fundamental building blocks for success online. We've gathered data from 67 senior level staff who run digital departments in non-profits and combined this with our own insights & analysis to help start a conversation in our sector about building better teams.

Feedback loops are how we learn, whether we call it trial and error or course correction. In so many areas of life, we succeed when we have some sense of where we stand and some evaluation of our progress. Indeed, we tend to crave this sort of information; it's something we viscerally want to know, good or bad. As Stanford's Bandura put it, "People are proactive, aspiring organisms." Feedback taps into those aspirations. But maybe requiring people to do a little work-to stick accelerometers around their house or plug a device into a wall socket-is just enough of a nudge to get our brains engaged in the prospect for change.