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

1. 2014
www.DiversityBestPractices.com
SOCIAL—A Network Leader’s
Perfect Diversity Platform
David C. Thompson
about.me/dcthompson
@dcthmpsn

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. 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. 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. 2014
www.DiversityBestPractices.com
WHO WANTS TO SWITCH
SEATS?

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. 2014
www.DiversityBestPractices.com
As a Network Leader, Homophily is your
enemy

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. 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. 2014
www.DiversityBestPractices.com
There is hope
http://nudges.wordpress.com/the‐amsterdam‐urinals/

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. 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. 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. 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. 2014
www.DiversityBestPractices.com
Where do you want to go?

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. 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. 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. 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. 2014
www.DiversityBestPractices.com
Use a Logic Model
http://www.cancercorecompetency.org/howto.php

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. 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. 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. 2014
www.DiversityBestPractices.com
QUESTIONS?