SociaLens

"Pathbreaking research by a group of scholars including Eric A. von Hippel, a professor of technological innovation at M.I.T.'s Sloan School of Management, suggests that the traditional division of labor between innovators and customers is breaking down. Financed by the British government, Mr. von Hippel and his colleagues last year completed the first representative large-scale survey of consumer innovation ever conducted. What the team discovered, described in a paper that is under review for publication, was that the amount of money individual consumers spent making and improving products was more than twice as large as the amount spent by all British firms combined on product research and development over a three-year period. "We've been missing the dark matter of innovation," Mr. von Hippel said from his office in Cambridge, Mass. "This is a new pattern for how innovations come about." "

von Hippel and Baldwin also produced a related, intriguing paper in 2009 that can be found here http://hbswk.hbs.edu/item/6325.html entitled "Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation." The conclusion of the paper reads: "We conclude by observing again that we belive we are in the midst of a major paradigm shift: technological trends are causing a change in the way innovation gets done in advanced market economies. As design and communication costs exogenously decline, single user and open collaborative innovation models will be viable for a steadily wider range of design. They will present an increasing challenge to the traditional paradigm of producer-based design - but, when open, they are good for social welfare and should be encouraged."

During the week of February 14-18, private businesses and government agencies are encouraged to allow employees who normally make the trek into office each day to work from home instead. More than 35,000 companies and organizations have pledged to participate in the event. According to the official Telework Week Website, this would save an estimated $2,451,069 and more than 1,600 tons of pollutants from entering the atmosphere. Where these numbers come from is not entirely clear, but it stands to reason that fewer people commuting would help save money and reduce pollution to some extent.

Though this study is informative and interesting, there are some serious limitations that should be taken into account if we are to generalize its results to all situations of collective action (like organizations). We may do a longer writeup some time in the future, but here are a few questions that it raises: Oh, and here is a link to the original paper: http://ow.ly/3VaS4 -----Is this a problem of the technology, or of fluency with the technology?---- "This is the danger with lean media, and is especially frustrating because it implies that if a willingness to cooperate can be effectively conveyed to other group members-perhaps an easier problem to fix than curing opportunistic intent-the problems of non-cooperation..they just did not know if they could rely on others to reciprocate." (p. 119) These conclusions suggest that fluency with a medium and the norms of communication through that medium may play a significant role in trust. In other words, if i am not good at communicating my intent to cooperate within the limitations of any medium (including face-to-face speech), i will have a hard time building trust. ----Are all digital media still as "lean" as email was in 2005?--- This study bases its concept of "media richness" on 1986 work by Daft and Lengel which suggested a continuum of media richness that contains face-to-face on the "rich" end and things like reports on the "lean" end. The assumption that social media, MMORPG's, digital collaboration platforms, etc are also at the lower end with email is very, very questionable.  ----Can we generalize the behavior of business students to all situations of collective action?---- The participants were all upper-level business students from the early 2000's, who are socialized and train to deal with colle

----Norms of anonymity may have changed since 2005---- There seems to have been an increase in people using digital technologies (especially social media) as a way to build their identity, rather than anonymize it. In fact, services have sprung up to provide people with personal landing pages (http://lifehacker.com/#!5534456/five-best-personal-landing-pages). If this is true, then there is likely a corresponding pressure to build and maintain trust in a world of digital trails and easy search.

"Here is the latest in the very useful series of longitudinal studies on social media use by The Center for Marketing Research at the University of Massachusetts Dartmouth led by Nora Barnes. This one covered Social Media Usage in the Inc. 500. In contrast here is their most recent one on Blogging and Twitter by the Fortune 500. In this case, there was a nationwide telephone survey of those companies named by Inc. Magazine to the Inc. 500 list. All interviews took place in October and November of 2010 and obtained 34% participation. "

The average life expectancy of a human being in the 21st century is about 67 years. Do you know what the average life expectancy for a company is? Surprisingly short, it turns out. In a recent talk, John Hagel pointed out that the average life expectancy of a company in the S&P 500 has dropped precipitously, from 75 years (in 1937) to 15 years in a more recent study. Why is the life expectancy of a company so low? And why is it dropping? Many of these companies are collapsing under their own weight. As companies grow they invariably increase in complexity, and as things get more complex they become more difficult to control. The secret, I think, lies in understanding the nature of large, complex systems, and letting go of some of our traditional notions of how companies function.

In this post, we pick apart a conversation about the new PR skills to show how these relate to the six digital fluencies we have identified in our research. 

In his book, Social Intelligence: The New Science of Success, Karl Albrecht highlights the five dimensions of social intelligence. The trick is understanding how to translate those often nonverbal dynamics into the text-based world of blogging. Namely: Situational awareness, Presence, Authenticity, Clarity, and Empathy

Many businesses have invested in multi-channel campaign management systems, giving them the ability to execute campaigns across e-mail, direct mail, and the Web seamlessly. We classify our campaigns as transactional, promotional, and experiential, among others. When we look at reports, we often compare campaign performance against previous campaigns or similar programs running in parallel. While this focus on campaign management has made e-mail one of the most profitable direct channels in the marketer's arsenal, it has clouded our view of something more important: relationship management. If e-mail marketers are focusing on campaign-level strategy and execution, who is left to focus on the broader relationship between the brand and consumer and how content, cadence, and channel preference all come together to create a relationship of trust between the brand and the consumer? Let's look at some examples of how a focus on the relationship changes the way we look at the programs we run and inevitably makes e-mail campaigns more effective.

Sorry Packers fans, I gotta break it to you: The real winner of this year's Super Bowl was Twitter, proving again that social media can deliver record audiences. The faceoff between the Pittsburgh Steelers and the Green Bay Packers marked the biggest Super Bowl since 1987, according to Fox.

"On Twitter, a JetBlue rep asked me to Direct Message (DM) them my confirmation number. Once I did, 18 short minutes later they had not only replied via DM that the flight had been re-booked to my new specifications, the confirmation email had already hit my email inbox. In less than 140 characters - easiest flight rebooking ever!"

"Survey results revealed engineers' chief concern to be fear of exposing critical company intellectual property (IP), with 58.5 percent of respondents citing security as their primary hesitation. Loss of productivity was a worry for 40.1 percent of respondents, while 29.3 percent said company policy precluded them from frequenting social networking sites on the job."

Businesses who focus on numbers can easily end up privileging short-term profits over long-term sustainability, employee productivity over engagement, and exploitation rather than innovation. These actions can end undermine the organizational strategy, and even the overall mission. Rather than serving as the ends-what the business is all about-the numbers (and qualitative metrics as well) need to be used as a means to measure of how well the organization is achieving both its short-term and long-term strategic goals, and ultimately how well the mission is being accomplished.

The joke was intended to be absurd, but the absurdity presumed a lack of seriousness in the whole matter. It was an attempt at post-serious humor - but most people with common sense agree that the struggles of Tibet still deserve respect and seriousness. The joke is on anyone who really cares. It came across as the kind of out-of-touch humor that overprivileged, spiritually mean, advertising industry creatives (specifically, the kind that kids refer to as "douchebags") would come up with.

"GIVEN the widespread adoption of smartphones, text messaging, video calling and social media, today's professionals mean it when they brag about staying connected to work 24/7." Too much connectivity can damage the quality of one's work, says Robert Sutton, author of "Good Boss, Bad Boss" and a professor at Stanford. Because of devices, he says, 'nobody seems to actually pay full attention; everybody is doing a worse job because they are doing more things." Mobile devices and social media, he says, "make us a little more oblivious, a little more incompetent." Just recall those pilots who overshot their destination two years ago because they were using computers, he adds.

This is worth reading and thinking about on both a governmental and at an organizational level. As elements in a system become more interdependent, and as the speed and scale of financial, informational, contractual, physical transactions between the elements of a system increase, the system can become more prone to big shocks from relatively small disruptions.  If Churchill said in the age of radio that "..A lie gets halfway around the world before the truth has a chance to get its pants on" what would he have said about organizations in the age of mobile devices, Twitter and YouTube?

The MacSerial Community meltdown has some big lessons, particularly in the context of these days of "Web 2.0″ and "user-generated content". It also speaks loudly to the questions raised, debated and debated again in the wake of the events leading to Kathy Sierra's decision to stop blogging. It involves cyberbullying and power plays, and in the best human tradition, reads like a soap opera. But this meltdown is distinctive - it was over two years in the making and involved trusted volunteers. The genesis of the conflict appears to begin two years ago, when two moderators came into conflict with each other. One was ready to strip the other of their mod powers when they withdrew to their own server, voluntarily resigning mod powers. However, the underlying conflict was not resolved and was driven farther underground. The lessons learned for community creators include: Visibly manage volunteers; Stay active and visible in the community; Don't let resentments fester; and, Define community boundaries, communicate them, and enforce the rules.

A survey by King's College London and law firm Speechly Bircham reveals that employers are facing a sustained increase in workplace unrest as austerity measures, longer working hours, stress and a genuine skills gap take their toll on the UK workforce.