Presentation used by Francois Gossieaux for his keynote address at the IABC World Conference in Chicago on 6/26/2012

1. ONLINE COLLABORATION – IT’S ABOUT THE
PEOPLE, NOT THE TECHNOLOGY!
PREPARED FOR THE IABC WORLD CONFERENCE –
CHICAGO, JUN 26TH, 2012

2. Once upon a time…
A professional
community
(with millions of
users)
Incentive system to
get people to help
one another – based
on money
Result = Bullying
Changed incentive
to a social incentive
Bullying goes away
Web 2.0 or Human 1.0?
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3. A look at some NIH + Duke Research
Experiment #1: Experiment #2:
People play Atari-style People play Atari-style
video game which allows video game which allows
them to earn or lose money them to earn or lose money
for themselves for a charity
MRI scans shows that the MRI scans shows that the
pleasure side of the brain altruism side of the brain
lights up – that same part lights up – that same part
that gets addicted to drugs that is responsible for
social interactions

4. So to understand how to do business in a 2.0 world…
You are better off understanding
You do not need to understand the
Human 1.0 – not as individuals, but as
Web 2.0 technologies
hyper-social creatures

5. Other examples – Human 1.0 or Web 2.0?
More than 200 people spend 40+
hours/week helping others in the
Dell Customer Support Communities
– without being Dell employees or
being paid by Dell. Makes sense?
26 teams spent more than
$100M to win a $10M price
– how would you justify that
The economics/math for most Open as an economist?
Source projects does not add
up…why do people do it?

6. OVERVIEW
HUMAN 1.0 VS. WEB 2.0 – UNDERSTANDING THE DRIVERS OF
COLLABORATION
THE CONDITIONS FOR COLLABORATION TO ACTUALLY WORK
COLLABORATION FOR BUSINESS COMMUNICATORS – USE CASES
COMMON PITFALLS RELATED TO COLLABORATION AND COMMUNICATIONS

7. LET’S GET A LEVEL DEEPER ON THE HUMAN 1.0…

8. Humans like to help one another…
Reciprocity = a Reflex

9. And will go out of their way to punish those who are unfair
Humans have an innate sense of fairness
= keeps reciprocal society working

10. We have two decision making frameworks…
Social Framework Market Framework

11. As humans, we are extremely homologous
We really do not like people who are not
like us…we form homologous Tribal

12. We lie to people…
…including to ourselves, and we tell people what
we think they want to hear

13. Status is important to us…and we like to hoard it
…it used to get us a better mates and more food
– proceed with caution: status works both ways!

14. We are a herding species – self herding even

15. Culture – perhaps the most important Human 1.0 characteristic
Humans created culture to deal with climate changes in the Pleistocene era – when
they realized they could deal with change through culture they created their own
change

16. The driving forces of communities
• The more MEMBERS you have the more
MEMBERS you will get.
• The more CONTENT you have the more MEMBERS
you will get. The more MEMBERS you have the “The number of people
more CONTENT you will get. who are willing to start
something is
smaller, much
• The better you match CONTENT and MEMBERS to smaller, than the
number of people who
MEMBER PROFILES the more MEMBERS and are willing to
CONTENT you will get. contribute once
someone else starts
something.”
• The easier it is to do TRANSACTIONS the more
MEMBERS you will attract. Here Comes
THOSE PILLARS CREATE THE DYNAMICS OF INCREASING RETURNS WHICHShirky
Everybody, Clay
HELP
Those pillars create the dynamics of increasing returns which help communities
COMMUNITIES DELIVER GAME CHANGING RESULTS
deliver GAME CHANGING results
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17. CONDITIONS FOR COLLABORATION TO WORK

18. Hierarchy of success in collaboration
Tools & Tools &
Technology Technology
Culture Culture
Tribe Work Teams
Human 1.0 Human 1.0
Characteristics Characteristics
When people do not When people do
know one another know one another

19. THE CONDITIONS FOR COLLABORATION TO WORK:
CONNECTED WITH HUMAN 1.0 CHARACTERISTICS – STATUS, CULTURE, ETC.
CONNECTED WITH THE WORK– INNOVATION, CUSTOMER SUPPORT, WORD
OF MOUTH, ETC.
OR CONNECTED WITH PEOPLE’S PASSION, PAIN, OR INTEREST – THEIR TRIBES
LASTLY – WITH HAVING THE PROPER TOOLS

20. THE HYPER-SOCIAL CULTURE FRAMEWORK OPERATES AT
INTERSECTION OF ORGANIZATION AND INDIVIDUALS
Organization Individual
Shared Attitudes &
rules, norms, va Behaviors
lues, habits, co
des and beliefs

21. Internal Hyper-Social Culture Index – where you are
Organizational beliefs Company-centric Human-centric
Individual behaviors Knowing Learning
Organizational structure Hierarchy Tribe
Risk profile Intolerance Intelligence
Passion Day at work Passion at work
Trust Low High
Knowledge culture Hoarding Sharing
Problem solving Component Integrative/system

22. External Hyper-Social Culture Index
Shared passion Low High
Shared interest Low High
Shared pain Low High
Risk profile Intolerance Intelligence
Perceived value Low High
Trust Low High
Alignment with objectives Unclear close
Organizational structure Hierarchy Tribe

23. COLLABORATION FOR COMMUNICATORS
SOME USE CASES

24. MATCH INTERNAL TRIBES WITH EXTERNAL TRIBES
FIND THE PEOPLE WITHIN YOUR COMPANY WHO SHARE THE SAME PASSION,
PAIN, OR INTEREST AS YOUR CUSTOMERS – AND LET THEM COLLABORATE

25. ALLOW EVERYONE WITHIN YOUR COMPANY TO HAVE A
SEAT AT THOSE TABLES WHERE DECISIONS ARE BEING MADE
WORK WITH HR TO SET UP GUIDERAILS TO MITIGATE RISK

26. ENGAGE WITH YOUR CONSUMER TRIBES
…ON THEIR TERMS AND WHILE RESPECTING THEIR CULTURAL NORMS

27. DEVELOP A PROBLEM SOLVING CULTURE INTERNALLY TO
INCREASE/IMPROVE INTERNAL COMMUNICATIONS
PEOPLE WILL SPEND A LOT MORE EFFORT GETTING RID OF PROBLEMS THAN
ACHIEVING A NICE TO HAVE

28. BE A PARTNER TO OTHER BUSINESS LEADERS WITHIN
YOUR COMPANY
HR, INNOVATION, MARKETING, STRATEGY, IT

29. AVOID THE COMMON PITFALLS OF COLLABORATION

30. DON’T BLINDLY RELY ON THE CROWD
CROWDS CAN BE REALLY BAD IN HELPING YOU FIND NEW INNOVATIONS –
THEY ARE GOOD AT SOLVING BUSINESS PROBLEMS

31. MEASURE WHAT MATTERS
NOT WHAT YOU CAN

32. BEWARE OF PILOTS
THEY MAY NOT TEACH YOU MUCH

33. STAFF APPROPRIATELY
PEOPLE WILL EXPECT YOU TO PARTICIPATE

34. BUILD IT AND THEY WILL COME

35. THE NOT INVENTED HERE SYNDROME

36. YOU CAN CONTROL YOUR BRAND
WITH LIMITED SUCCESS…

37. FAILURE TO UNDERSTAND THE VALUE OF LURKERS

38. Who is Human 1.0?
• Human 1.0 partners with Fortune B2C and B2B companies to
help understand, adopt and implement Social to grow and
improve their businesses
– Social business strategy & implementation
– Social PR & thoughtleadership
– Social business sales and lead generation
– Market research done right – finding tribes
– Innovation and collaboration strategy & implementation
• We have a disruptive and innovative consulting service
delivery model focused on matching the right knowledge with
the opportunity and ensuring high knowledge transfer that
sets us apart from traditional consulting companies and
agencies
• We have a passion for what we do
• We back our recommendations with real data & research
• We have offices in Cambridge, NYC, and San Francisco
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39. Any questions?
Francois Gossieaux
President, Human 1.0
e. francois@human1.com
w. http://www.human1.com
b. http://www.emergencemarketing.com
p. http://www.cmotwo.com
t. http://twitter.com/fgossieaux
Our new book: The Hyper-Social Organization
http://www.facebook.com/hypersocialorg
Download a free chapter at:
http://www.human1.com/the-hyper-social-organization/
Help us by taking our survey
http://socialworkplacetrust.com
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