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"Overcoming the Fear: What C-Level Execs are Afraid of When it Comes to Social Intranets" - Social...
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Overcoming the Fear What C-Level execs are afraid of when it comes to social intranets
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Overcoming the Fear: What C-Level execs are afraid of when it comes to social intranets Let’s face it, the biggest hurdle to overcome with a social intranet is often pure fear. The C-level can be hopelessly gunshy about employees displaying the slightest about of intranet-sanctioned social humanity. The idea of a social network behind the firewall wakes them up in a cold sweat at night. Where did this fear come from? And can it be overcome? Presented by Deane Barker at the Social Intranet Summit 2011 in Vancouver, British Columbia.
Transcript of "Overcoming the Fear: What C-Level Execs are Afraid of When it Comes to Social Intranets" - Social...
Overcoming the Fear
What C-Level execs are afraid ofwhen it comes to social intranets
“Hey, we’re going to let all theemployees publish content to the
intranet.”intranet.”
What is everyone so afraid of?
Planned Trigger Points
Non-Work Related InformationPersonal OpinionsInformation Critical to Employer
Organizations
Insurance Company, West Coast (800)Government Agency, Ontario (480)Financial Institution, Midwest (240)Financial Institution, Midwest (2,000)Financial Institution, Midwest (2,000)Product Company, Midwest, (2,700)Health Services Company, U.S. (3,500)Etc.
Interviewees
Director of CommunicationsDirector for Internal CommunicationsChief of StaffCorporate CounselCorporate CounselDirecting Officer, Business CommunicationsEtc.
Does this bother you? Why?
The “Reach for the Phone”MomentMoment
Disclaimer:Identification is NOT
Endorsement!Endorsement!
1. Lack of Social Filters
There are people who haven’t beenindoctrinated into the social norms of theorganizationNew hiresNew hiresNew professionals
2. Productivity
Less concerned with actual productivity lossMore concern with the perception ofproductivity lossImplied message: it’s okay to do other stuffImplied message: it’s okay to do other stuffduring company time
3. Confidentiality
Information in an organization operates atgraduated levels of securityIf the default mode is “share,” too much endsup getting sharedup getting shared“Forward-looking statements”
4. Diffusion of OfficialCommunication
How can an employee evaluate the“officialness” of multiple communicationchannels?How can employees determine what theyHow can employees determine what theyshould be accountable for?
5. Trails of Discoverability
Sarbanes–OxleyEvery communication is inherently taxed bya “burden of discoverability”
6. “Concerted Activities”
National Labor Relations Act protects unionorganizing activitiesEmployees are protected whenever theycollaborate to improve the terms of theircollaborate to improve the terms of theiremploymentEfforts to censor this may be illegal
7. Mob Mentality
If one person complains, everyone willcomplainUnspoken critiques of the organizationshould stay unspoken, lest they multiplyshould stay unspoken, lest they multiply
Broken Window Theory
Image by Flickr user “GloomyCorp”
Organizational Surface Tension
Image by Andre Roberto Doreto Santos
8. Asymmetrical Usage
Some people will communicate a lotSome people won’t communicate much…orwell.What value judgments will people draw fromWhat value judgments will people draw fromthis?
Solutions?
The Benefit Must Be Sold
All organizational communication carriesriskAny attempt to broaden communication hasto have a larger benefit than the inherent riskto have a larger benefit than the inherent risk
Localize
Decision makers were much more receptiveto inter-team/unit communication thanorganization-wide communicationCommunication needs contextCommunication needs contextLocalization breeds context
Promote Respect for Norms
Tie the ability to contribute to time in theorganizationAccess and privileges expand with timeelapsed from DOHelapsed from DOH
Leverage Your Vendor’s Experience
There’s a tendency to pretend irrationalreasons don’t existBe honest with your vendor, even if it’sembarrassingembarrassingAsk what other customers have done toovercome these issues
