Category: Communication

How (Not) To Change Someone’s Mind

Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.

~John Kenneth Galbraith

We live in a perpetual echo chamber. We follow the people we like and agree with on Twitter, Instagram and Facebook. We read the news sites that have a similar worldview to ourselves. In the process, we trigger algorithms that curate our feeds, further reflecting our own views and biases back at us.

Consequently, our opinions aren’t being stress tested nearly as frequently as they should.

This is inimical to the kind of diversity of thought that innovation requires. Our opinions are often based in emotion and group affiliation, not always facts.

I’ve recently finished reading Think Again: The Power of Knowing What You Don’t Know by organisational psychologist Adam Grant. In a changing world, he says, you have to be willing and able to change your mind. Otherwise, your expertise can fail, your opinions get out of date, and your ideas fall flat.

At the beginning of 2021 I committed to changing my mind on at least of couple of issues. So far I’ve changed my opinion on the benefits (or not) of lockdowns several times. I’ve shifted my position on climate change and also on universal basic income.

Most of us have a strong drive to hold on to pre-existing beliefs and convictions as it keeps us anchored. When your stance on controversial issues both cements your group identity and plants you in opposition to others, changing it can be a very difficult thing to do.

Like me you’ve probably seen a rise in the number of people in your social circles who are worrying about COVID vaccines. They probably aren’t anti-vaxxers, just a bit apprehensive or scared by the some of the negative stories circulating on social media.

Is it possible that the more the Government talks of the success of a vaccine programme, the more it pushes pro-vax messages or talks up ‘vaccine passports’ – that people become more entrenched in their views?

According to Adam Grant, almost definitely. In his book he outlines how from 2016 to 2018 measles spiked worldwide by 58%, with over 100,000 casualties despite a readily available vaccine.

In the U.S public officials have got tough on the problem with some warning that the unvaccinated can be fined up to $1,000 and sentenced to jail for up to six months. Schools have shut their doors to unvaccinated children and one county even banned them from enclosed public places. And yet, the problem persisted.

Surely educating the parents – pointing out that fears about vaccines were unfounded – would work? Not so, in fact introducing people to the research on vaccine safety backfired. They ended up seeing vaccines as riskier. Similarly, when people read accounts of the dangers of measles saw pictures of children suffering from it, or learned of an infant who nearly died from it, their interest in vaccination didn’t rise at all.

Why we resist facts

Presenting people with facts doesn’t always change their mind. Sometimes they harden our views. In experiments, researchers have presented statements to two kinds of people – those who believe that climate change is real and those who are deniers. They found that for both groups, when the statement confirmed what they already thought, this strengthened their beliefs. But when it challenged their views, they ignored it. This is because of a powerful phenomenon known as confirmation bias.

The Harvard psychologist Steven Pinker put it this way, “People are embraced or condemned according to their beliefs, so one function of the mind may be to hold beliefs that bring the belief-holder the greatest number of allies, protectors, or disciples, rather than beliefs that are most likely to be true.”

The way to change people’s mind isn’t to present them with facts , or even to talk at them, it’s about listening to them. As Adam writes in his book “listening is a way of offering others our scarcest and most precious gift: attention.”

It’s through effective listening that the vaccine whisperers of Quebec did change people’s minds. Here, doctors are utilising a new approach to help sway these parents who are hesitant in getting their infants vaccinated. They are speaking to those who have “vaccine hesitancy.” The counselors go in depth with new parents by listening to their concerns and why they’re hesitant, as well as their fears. This isn’t about telling people what to do or think but to helping them find their own motivation to change. The counselors maintain an open conversation with the parents. They address all the parents’ concerns before there’s even a thought about making a vaccination appointment. New parents then have plenty of time to weigh up their options. This isn’t about coerciation or bullying, it’s more about exploring their hesitancy and giving them the motivation and space to make a decision. The right kind of listening encourages people to change.

People who are overweight , smoke or drink too much or do drugs know it’s bad for them. The last thing they need are facts, especially when they may have some alternative facts of their own.

Convincing someone to change their mind is really the process of convincing them to change their tribe, and that’s why it’s so difficult to do.

All of us would benefit from changing our mind more often – but we are unlikely to do it if the end result is loneliness.

Being welcoming of other views, actually seeking out dissent and disagreement and having our ideas and thoughts challenged would lead to a happier and more productive world.

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Do You Have A Jargon Problem?

We’ve experimentally demonstrated what you may have already suspected: People use jargon not just to communicate, but also to show off. 

Zachariah Brown, Eric Anicich, Adam Galinsky

Do you have a jargon problem?

Defenders of jargon say it acts as necessary professional shorthand – it conveys complicated ideas succinctly – and used well, it does. The danger comes from using it out of context, especially when dealing with the wider public. It can often distort or confuse.

Prime offender this week was the return of the BBC’s Line of Duty , which included dialogue such as ‘a chis handler’ receiving ‘intel graded A1 on the matrix’ and the need to have a ‘conflab with the SFC’. Is that language necessary to tell the story, or is this just a fairly standard cop show attempting to make out it’s more clever than it really is?

If jargon is so disliked, why do we put up with it and why is it so common?

A recent piece in the Harvard Business Review outlines that jargon thrives in workplaces because it fulfils a number of fundamental needs. In some contexts, it produces efficient and accurate communication. For example, air traffic controllers speak with a phonetic alphabet instead of letters for this very reason – reading a plane tail number as “Alpha Bravo12” instead of “AB12”.

However the researchers found another motive for using jargon: insecurity and the desire for status. People can compensate for a lack of status by trying to signal that they have more of it than they actually do. They may conspicuously advertise their accomplishments or highlight their memberships in prestigious groups for professional advantage. This is why jargon can be found to be more prevalent in hierarchical environments where titles are not just seen to be important, they actually are. Indeed, many of our structure charts seem to approximate the kind of language used in the military or law enforcement.

As the report outlines – there’s a clear way to call this out “If you want to reduce excessive jargon use in your company, start with communications from the top.”. Lower status workers use jargon precisely because they associate it with status, so breaking that association is key. Executive communications “that use clear and unambiguous language can help set the tone”.

There’s also a link between jargon and what has come to be termed workplace bullshit. As Ian P McCarthy and his fellow researchers note – the term “bullshit” has moved from being a relatively mild expletive to a term that is used to describe acts of communication that have little grounding in truth.

As they write in the aptly titled This Place Is Full Of It corporate jargon is one example of ‘organisational bullshit’ whereby words or expressions are used in an attempt to legitimise something,whilst at the same time confusing language and thinking. They refer to a number of bullshit expressions such as “blue-sky thinking” or “out-of-the-box thinking”, which are often used as vague buzzwords with minimal substance.

Both the papers are well worth reading but as someone who works in organisational design the most important aspect of the findings for me is about the effects of jargon and how excessive use can exclude people or even cause harm.

Language matters. Inertia is a big driver of all of our behaviour. People not understanding us means they don’t take action. As the paper states “it is possible that the excessive use of acronyms and jargon may occur to employees as an exclusionary mechanism in the workplace, whereby those unfamiliar with the terminology may not be able to meaningfully contribute to the conversation or voice their concerns.”

When it comes to health services, it can be worse as communication can be a matter of life or death. In this edition of Word of Mouth , they relate the story of how a patient is told their cancer results are positive. After the patient audibly breathes a sigh of relief the consultant corrects himself “Oh no, I mean the test is positive, the cancer has returned.” An example is also given of a patient receiving a visitor on an oncology ward and neither of them having any idea that oncology is in anyway connected with the treatment of cancer.

Technical “sublanguage” starts out as a shorthand way to speed processes and clarify complex situations. That becomes a problem when outsiders don’t understand it.

Back to Line of Duty. I was so irritated by the excessive acronym use that I almost turned it off (I didn’t). However the real world consequences of jargon can lead to the worst possible outcome – people stop listening to us

Society only thrives when everyone understands one another. And now more than ever we need to focus on what unites us, not on what divides us.

From Vertical Hierarchy To Horizontal Networks: Trust Has Gone Local

For over 20 years, Edelman has attempted to track the progress, or decline, of trust across 28 countries.

After a year of disaster and economic turbulence – the 2021 Edelman Trust Barometer reveals an epidemic of misinformation and widespread mistrust of societal institutions and leaders around the world. 

A lot of this is pretty bleak reading, as you might expect. No-one emerges particularly well, with the UK languishing in the relegation places of the league of distrust.

However, there are many positives if you read beyond the headlines. Business is more trusted than Government in 21 countries and is the only institution to be considered both competent and ethical (Government and Media are viewed as neither). Edelman credit this boost to the rapid vaccine distribution and the pivot to new ways of working. These businesses, large and small, that have kept us going over the past year are now reaping the rewards.

Interestingly the study finds that the public considers social institutions – those who operate for ‘social good’ – to be ethical, but less competent. Saying you do good is never enough – you need to be effective to be granted trust.  Indeed , trust has two distinct attributes: competence (delivering on promises) and ethical behavior (doing the right thing and working to improve society).

The most interesting finding in this years report , which arguably builds upon a trend identified in the last three years of research, is a further reordering of trust to more local sources.

People have shifted their trust to the relationships within their control, most notably their employers.

“Trust has actually gone local,” Edelman says. “Business is the most trusted institution, but ‘my employer’ and ‘my employer CEO’ and even ‘my employer publication’ — newsletter — is more trusted than media.” Whoever would have thought that company comms teams could end up being more trusted than the mainstream media? This shift is exciting, but places enormous responsibility on CEOs and their senior leaders.

In a sense, we shouldn’t be surprised that a sudden pivot to local living, working and thinking has had this effect. In a crisis, people take in, process, and act on information differently than they would during normal times.

Under intense stress and overload, we tend to miss the nuances of messages by not fully hearing information because of our inability to juggle multiple facts or not remembering as much of the information as we normally could. We also tend to focus more on the things immediately within our control – and that includes our closest relationships. Community offers people something that Government or media cannot – a sense of belonging in an insecure world.

Of course , communities now include non-place based groups such as online forums, which may not always convey news in a positive way.

As our relationships at work, with peers, with teams, and with our CEOs become more important, it seems like a time for us to rethink how we move information around the organisation and build valuable relationships that are more horizontal, more local.

Just as trust has gradually been shifting from a top-down orientation to a horizontal one, this has now gone a step further – people are turning to that which is close, local, and personal. 69% said they trust “people in my local community”.  

It would be easy to see this move to local trust as a responsibility for leaders, but in reality it’s anything but.

Yes, leaders need to shift from a hierarchical command and control model but equally we all have a role building trust at a local level.

  • If you’re sharing misinformation or scare stories on Facebook, you’re not building trust.
  • If you’re hanging around in social groups that are feeding negative thinking, you’re not building trust
  • If you’re adopting partisan views and not willing to shift your viewpoint, you’re not building trust.

We are at an inflection point where there is clearly an urgent need to look at how we communicate at the same time as a burgeoning desire from the public for business and community to work together to solve problems rather than just wait for Government.

Some of the themes we’ve discussed for some years on this blog, with my network, and many others – are now cohering. Covid-19 has accelerated everything, not just vaccine development.

Healthcare, poverty, climate change, societal inequalities, are often things we see as other people’s problems but as Edelman say – this is the time for institutions, leaders, citizens to work together, laying the groundwork for a new era of trust.

When trust is local, every interaction we have with our family, our colleagues or our community is a potential trust builder or killer.

Images in this post are from the 2021 Edelman Trust Barometer

The Problem With An Over-Reliance On Data

Data doesn’t say anything. Humans say things. We’ve conflated data with truth. And this has dangerous implications for our ability to understand, explain, and improve the things we care about.

Professor Andrea Jones-Rooy

Last Saturday evening fans of Little Mix who had tuned in to BBC1 to watch the latest episode of their talent show, The Search, were instead treated to a contender for the world’s shittest PowerPoint presentation.

The slides, introduced by the government’s chief scientific adviser Patrick Vallance and its chief medical officer Chris Whitty, have been variously described as unstructured, ugly and unclear on what they were trying to get across to the public.

Whether you are pro, anti or ambivalent towards the latest lockdown – you had to be a near genius to draw anything meaningful from what was a truly baffling slide deck.

16 data heavy slides in just 12 minutes, some not even fitting on the screen. A spaghetti junction of graphs and charts rather than simple take away headlines. Labels and colour codes indistinguible or missing entirely.

This was a masterclass in how not to use data in your organisation.

There was a certain dark humour on Twitter with people wondering whether Death by PowerPoint was as painful as Death by COVID.

Of course, this is genuinely no laughing matter. How can key public health messages be delivered from the highest office of the country in a way that would embarrass the most inexperienced comms newbie?

One of the answers is that the data has been allowed to take over from the story. In the first lockdown the story was very clear indeed and we all complied. Now, I’m not sure we know what the story even is.

What the Government want us to do is to change our behaviours, and you make change through stories, not statistics.

We’ve all sat through presentations like this at work. We’ve all heard a presenter say “You probably can’t see this diagram from where you’re sitting but what it’s showing is…”.They are often put together by someone deeply in love with their own subject matter or persons with a strange proclivity for Venn and Sankey diagrams.

Whilst a good presentation almost always includes credible data, data alone doesn’t guarantee a good presentation. Having access to a lot of data is good. Knowing how to use it is better.

The reliance on data as a way to seek truth has boomed in recent years. The more data you are armed with the better, or so it seems.

I regularly hear companies say they are incapable of making a decision about something as they don’t have enough data, the right data, or because the data they have is of poor quality.

This notion of data equalling a divine truth needs challenging. As Andrea Jones-Rooy writes in Quartz, data only exists in the first place because humans chose to collect it, and they collected it using human-made tools. Therefore data is as fallible as people.

As she says “Data is an imperfect approximation of some aspect of the world at a certain time and place. As long as data is considered cold, hard, infallible truth, we run the risk of generating and reinforcing a lot of inaccurate understandings of the world around us.”

That said – we still need to believe in data. Data is necessary for us to understand the problem and to begin asking questions about it. It is only through asking those questions that we find a pathway towards a solution.

And therein lies the problem with the way much data is presented. It lends itself to generating confusion rather than great questions.

Or worse – it leads to mistrust.

Ed Conway, the numbers guy from Sky, has done a superb Twitter thread on this – “Lockdowns, like em or not, won’t work if no-one trusts the process and doesn’t comply. But that trust is earned. And easily lost. How do you earn trust? Well part of the answer is transparency. If you’re clear and honest about why you’re doing something and the evidence behind it, you will bring people along with you.”

Ed concludes that we need transparency, and that means not using out of date, poorly labelled charts to justify decisions. Or hiding data that helps explain why we’re facing unprecedented restrictions.

It’s a theme that Gavin Freeguard picks up for the Institute for Government – pointing out that badly presented data will be confusing to people inside government too. If we as the general public are having difficulty understanding messages across (and within) datasets, it suggests those inside government are having similar struggles. Indeed, making sense of the data is made nearly impossible by the sheer number of sources in use. There’s the ONS, PHE, NHS as well as other sources in Wales and Scotland.

The Case For Better Data

We need good data to ask better questions. It is only through those questions we’ll solve better problems and have greater impact.

We need to bring better data insights to our colleagues. We need to get better at ‘data storytelling’ that gives anyone, regardless of level or skill set, the ability to understand and use data in their jobs every single day.

It’s the best way to give our people the story about what’s happening and what we need them to do.

Poorly presented though, it may also be the worst.

Header image by Tom Fishburne

How To Lose Trust During Complex Times

Remember the good old days of the early lockdown?

A time of communities discovering or rediscovering vital social connections.

A new found appreciation for public institutions and the people who keep our local shops and services running.

A sense of going to back to basics and spending more time on the relationships that truly matter.

The initial stages of the pandemic seemed to disprove all the reports of the decline of trust. On the contrary , we showed remarkable trust in our leaders, both at national and local government levels. We calmly listened to the experts, followed their advice and changed our lives beyond recognition.

Fast forward just 26 weeks and we are facing a very different outlook. Arguably we have never looked so fractured as a nation. It seems that the government, and indeed the opposition, has substantially squandered the trust people were willing to grant it in the early days of the pandemic.

Whatever your political view – any era in which mingling and talking to friends and neighbours is illegal and where reporting people to the police is actively encouraged , is corrosive for sustaining strong communities and sets the stage for a low trust, toxic environment.

What can our institutions learn from this if we are to avoid the same mistakes?

Losing trust in an institution (or an individual) stems from betrayal: When we feel lied to, or taken advantage of, trust evaporates almost overnight.

The Stanford Encyclopedia of Philosophy argues that institutions can have a social purpose and transcend individuals by creating norms and rules that people can count on. Basically, institutions are the building blocks of society. If we lose trust in an institution, dysfunction will follow until that institution is replaced by something else that can govern our behaviour and make life predictable again.

Right now – life is far from predictable, people don’t have norms they can count upon and the rules change on a regular basis with little advance notice. People are looking for a simple, believable message.

In the early days of the pandemic the message was simple and believable. People understood what the stakes were and the rules – though draconian – were perfectly clear. The story stuck in people’s heads and we complied – almost universally.

In recent weeks the compelling story has been dropped in favour of less than compelling statistics.

The already infamous graph of doom , used to illustrate a potential scenario if the coronavirus proceeds unchecked ( a failure to act = 50,000 cases a day by mid-October) – made a fatal mistake. The story became about the data and nothing else.

Stories about data are never interesting or believable unless you are deeply unusual. Data isn’t simple or neutral or even factual.  The best data needs explanatory stories.  The human mind is a story processor, and to understand something is to know a good story about it.

Great stories help us to persuade people to take action. Stories about data persuade people to argue about the data.

Fortunately, both science and history show us how we can get trust back once more.

Trust is built through engagement and integrity – listening, providing information, being transparent and following through on your promises. Admitting you don’t have all the answers – far from making you look indecisive – makes you believable and attracts people to your cause.

Let’s Kill Leadership

For some reason we seem incapable of engendering a style of leadership where you can say ‘I don’t know’.

In complex and uncertain environments, hierarchical models of command and control simply stop working.

The only way to really make decisions and to forge ahead in periods of radical uncertainty – where environments may change dynamically and independently of the problem solvers’ actions – is to make headway iteratively. We can choose to make lots of small decisions owned by the crowd rather than massively big ones owned by a single leader.

Believability is built by saying “I don’t know what the solution really is but this is what I think and this is what I’ll try, and I really think we should all give this a go. Are you with me?”

Pretending to have answers when you clearly have none fools no-one.

How to build trust?

Tell stories: good ones.

Tell stories: true ones. 

Photo by S O C I A L . C U T on Unsplash

Why Do Bad Ideas Spread So Easily?

Bad ideas can spread much more easily than good ones.

Why? Well as Seth Godin has said no one truly “gets” your idea unless:
a. the first impression demands further attention (it’s interesting)
b. they already understand the foundation ideas necessary to get the new idea (it’s not overly complex)
c. they trust or respect the originator (it’s believable)

This helps explain why online ideas spread so fast as they’re often interesting, simple and believable. But none of that means that they are good.

In a world of complex problems – it’s understandable why people reach for ideas that sound like easy solutions.

In the past week the UK Government launched it’s anti-obesity strategy which includes urging GPs in England to prescribe cycling as part of a new drive to tackle obesity in response to the coronavirus pandemic.

A trial for a similar scheme in Yorkshire concluded in November 2019 with positive outcomes. More than 61 per cent of participants in the trial reported their fitness had increased and more than one-third continued to cycle regularly after the 12-week programme had concluded.

From an innovation perspective it’s a huge leap from one pilot to national roll out but the scheme has all the makings of a spreadable idea. Interesting. Simple. Believable.

Time will tell whether it solves the problem but you can almost see the knee jerk mental dots being joined: Fat people = lazy, Cycling = good and relatively cheap, Doctors = Trusted. Combine all three and we are sorted.

But of course, obesity is a complex issue and there are many interconnected reasons people may be overweight, one of which is poverty.

As Naomi Davies wrote in response to my post on constantly looking for problems “My fear is we conflate obesity with mental models of laziness and work avoidance and attack a problem that does still exist …but pushes us towards solutions that have little impact & can be harmful.”

These mental models (many of which are prejudices that we all hold) help spread ideas quickly. I reckon I could sell an idea quite easily to encourage the poor to buy bags of potatoes, or even grow their own, rather than spend money in chip shops. However the premise is deeply flawed – and would be destroyed by effective problem definition.

One other factor that helps spread a bad idea is something we have a lot of at the moment: panic.

Panic and anxiety are both born from fear, and are not necessarily bad things. Fear is the oldest survival mechanism we have, it encourages us to take action and helps us learn to avoid dangerous situations in the future through a process called negative reinforcement.

However , the short term innovative tactics we saw in the early days of the pandemic like getting people to work from home, changing medical and care practice at short notice, cannot be used to solve complex problems that require deeper consideration, evidence and testing.

These logical ideas are slowed by taking the time to process evaluate and reevaluate. Emotional responses are immediate and not slowed by thought. Right now a lot of our companies are super high on emotion and low on logic. We don’t like living with uncertainty so we rush to solutions – manna from heaven for the spread of bad ideas.

The notion that good ideas automatically trump bad ideas is totally untrue.

So it’s important to understand how bad ideas spread as you can use the same tactics to spread your good ideas.

  • Make your idea interesting – what is the problem it’s solving and how and why are people’s lives going to be better or easier as a result? This should certainly not be a report more like something that would fit on Twitter. It should demand further attention.
  • Make it as simple as possible to understand – or build it upon things people are already familiar with. If your idea is about helping tackle climate change or sustainability for example – most people have a basic grasp of this issue. Use a picture of that turtle with a plastic straw up its nose and everybody gets it.
  • Make it believable so consider who pitches the idea. It needs to be the most trusted or passionate person you can find. Put your ego aside – it doesn’t have to be you.
  • Don’t panic. Dumbed-down emotional ideas spread faster than logical ideas, but bad ideas crowd out the good. Do you want your company working on loads of ideas or a couple of really great ones?

Never underestimate ideas. The health of our society and that of future generations depends on us all making ill-conceived, bad or just plain stupid ideas unfit for those who spread them.

Photo by Franki Chamaki on Unsplash

Indifference Towards Truth: Rebuilding Trust In a Post Lockdown World

If ever there was a time for critical thinking to make a comeback it’s right about now.

This post was written in week eight of the UK lockdown , 55 days in which we’ve generated more speculation, more opinion and more outright bullshit than at any other time in human history. (That statement , by the way, is also bullshit as I have no evidence for it whatsoever..)

This is the first worldwide crisis of the social media age – where mainstream media competes with podcasters and YouTubers to present the latest hot take. It’s interpreted and enhanced by a increasingly powerful citizen-led commentary on Facebook and Twitter , which provides the final version of the truth for many of our communities.

For example, coronavirus being a man-made disease designed and/or supported by Government to kill the elderly, the poor and to lower population levels isn’t just a fringe conspiracy theory. I have people in my timeline, people I’d previously thought as perfectly rational, sharing this freely.

The World Health Organisation has labelled the spread of fake news about the outbreak an “infodemic”. One thing is clear: a pandemic is no time for bullshit.

As we all begin to press the reset button and return to our schools, businesses and leisure activities it’s worth considering how misinformation is going to shape what comes next.

The people who left our offices on 20th March will not be the same when they return. They won’t want to sit at a hot desk. They won’t be making rounds of drinks for people. They may have doubts about their job security – and might even be distrustful of the actions their employer is taking to cope in this crisis.

How can corporate messaging – to our customers and our colleagues – cut through the infodemic?

Some useful pointers are contained in the most entertaining academic paper I’ve read in a whilst: Confronting indifference toward truth: Dealing with workplace bullshit.

In the paper the authors, Ian McCarthy, David Hannah, Leyland Pitt and Jane McCarthy,  doubt that any organisation will ever be able to rid itself of bullshit entirely, but argue that by taking a number of steps, astute leaders can work toward stemming its flood.

“Most of us would agree that our workplaces are awash with bullshit” say the authors.  They contend bullshit crops up during meetings, corporate announcements and get togethers, as well as emails.

What counts as workplace bullshit?

The authors define workplace bullshit as “taking place when colleagues make statements at work with no regard for the truth”. This differs substantially from lying.  “A liar is someone who is interested in the truth, knows it, and deliberately misrepresents it. In contrast, a bullshitter has no concern for the truth and does not know or care what is true or is not.”

They provide a useful example to illustrate this point of a leader informing employees that a proposed strategic change will not result in job losses.

Lying: The leader knows there will be job losses but hides or manipulates the truth. The leader is lying by stating known untruths.

Bullshitting: The leader has no idea whether there will be job losses or not, and is thus not hiding or concealing the truth. The leader is bullshitting because they neither know nor care whether their statements are true or false.

The authors provide a useful tool for us to challenge misinformation – the wonderfully titled C.R.A.P framework.

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Rather than passively drown in BS we can first of all expect it – we are all bullshitters to a degree – but we can comprehend it, recognise it, act against it, and, perhaps most importantly, prevent it.

At work we’ve created the ideal petri dish for bullshit to spread. As the paper states the changing nature of communication in the corporate environment, email, video-conferencing, intranets, and shared screens, in addition to face-to-face conversations, paper memorandums, and conventional meetings provide extremely fertile ground.

I’d argue that this is exacerbated by 24/7 rolling news and social media that provides endless conversational space to fill. And the social media business model just doesn’t stack up unless that vacant space is filled – be it with truth or untruth.

Four Tactics That Might Prevent Bullshit

In a previous post I outlined a few ideas for reducing the spread of BS:

Get Better At Problem Definition:

Many of our organisations have a bias towards getting quick answers. We favour execution rather than contemplation.

So we need to build a culture around asking:

  • Is that really true?
  • Do we honestly know that?
  • Where’s the evidence on that?

Simply calling each other out on potential BS has to become a leadership behaviour.

Hold Fewer Meetings:

As Andre Spicer points out managers and employees can spend large chunks of their day attending meetings or implementing programmes actually disconnected with the core processes that actually create value.

Pointless meetings are a breeding ground for bullshit – something that’s been known for a long time. In 1944, the CIA’s precursor, the Office of Strategic Services, created the Simple Sabotage Field Manual that was designed to advise Europeans about effective ways of frustrating and resisting Nazi rule.

It advises people to “talk as frequently as possible and at great length,” “bring up irrelevant issues,” and “hold conferences when there is more urgent work to do.”

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Meetings are too often opinion, rather than evidenced based.

Stop Asking Everyone’s Opinion:

The modern organisation is obsessive about collaboration and consultation – but encouraging everyone’s opinions on everything invites bullshit.

Social media should have taught us by now that more opinions aren’t necessarily better.  We’re inclined to believe what we see on social media because it comes from people we trust: our friends, our family, and people we have chosen to follow because we like or admire them. However, most of us know deep down that what our families and friends say is hardly ever evidence-based.

The same applies to work. More consultation = more bullshit.

Ban PowerPoint:

Presentations at team meetings are the modus operandi of the skilled bullshitter – and used to propagate all sorts of half-baked propositions in a way that few would dare challenge.

Not for nothing does Jeff Bezos ban presentations at Amazon -insisting that Powerpoint-style presentations give permission to gloss over details, flatten out any sense of relative importance, and ignore the interconnectedness of ideas.

In Confronting Indifference the authors explore these themes more usefully and recommend that our organisations foster a culture of inviting employees to think critically— through scepticism, curiosity, and rational inquiry.

These are not always behaviours that our organisations invite. It’s a lot easier to manage a compliant herd than a questioning and curious crowd.

I’m already tired of the use of the phrase ‘new normal’ but I’m pretty certain that what comes next will require purposeful thinking and questioning on a scale we haven’t seen before.

Better solutions ultimately require better opinions.

 

As well the report paper cited one of the authors Ian McCarthy has an excellent blog that you can access here 

Death By Zoom: Have We Failed The Mass Home Working Experiment?

One of the few positives of the pandemic lockdown was the opportunity to reset the way in which we spend our working day.

This was the chance to prove that remote work actually works.

As someone whose job it is to run workplace experiments I’d say six or seven weeks is a very good point to get an initial idea of how we are doing. Our experience at Bromford Lab has shown us that if we don’t reflect on the learnings and remove the pain points within the first three months, the experiment will very likely fail.

This mass remote work experiment is something very different though – it’s not some small safe to fail venture. With billions of people across the world in some kind of lockdown, we are conducting the largest social, workplace and psychological experiment ever – all at the same time.

With so many alien factors that’s not a good basis for any considered evaluation, so we may not get a sense of what’s truly worked for some time. People’s productivity for example will be influenced substantially by the psychological impact of lockdown. The Lancet has reported that people who are quarantined are very likely to develop a wide range of symptoms, including low mood, insomnia, stress, anxiety, anger, irritability, emotional exhaustion, depression and post-traumatic stress symptoms.  Where parents are quarantined with children, the mental health toll becomes even steeper.

Therefore it is vitally important to understand that this isn’t a remote work experiment, it’s an enforced work from home experiment happening at the same time as the suspension of the most basic of our civil liberties.

That said , there is still a lot of learning to be had and luckily for us we have access to social networks where people are blogging their experiences, contributing to articles and giving us a treasure trove of anecdotal evidence.

The-phases-of-disaster-response-Image-When-disaster-strikes-Beverly-Raphael-1986-
The phases of disaster response
When disaster strikes, Beverly Raphael, 1986

It appears that after the initial optimism about remote working (arguably the ‘honeymoon period’ in terms of disaster response) people’s experience now seems to be decidedly mixed. We are possibly entering our ‘disillusionment phase’ as we yearn for a return to normal – despite the fact we never really liked normal in the first place.

The Positives

People are already valuing the loss of commuting time with a poll for transport consultants SYSTRA finding that 1 in 4 people said they plan to work from home more,  saving on travel time and cost, and striking a better work-life balance.

There’s been a major boost for video-conferencing, too. As many as 67% of people said they believe virtual meetings will replace some or all future business trips or meetings. The longer we have a lockdown the more people who haven’t previously used such tools will get used to them. The longer people spend not commuting and spending their money on fuel and transport the more resistant they will be to return to it.

The Negatives

Lockdown should have given us the opportunity to design our own unique workday.

It’s been well established that an enforced 9-5 saps our creativity and harms our productivity. One of the reasons is that we all sleep differently – and our internal clock shapes our energy levels, ability to focus, and creativity throughout the day.

This is known as our circadian rhythm and it has a profound effect on our creativity. It doesn’t work how you’d expect – for instance many morning people have more insights in the evening with night owls having their breakthroughs in the morning.

Each day on average we take a few hours to reach peak performance – at around 10:30am. Soon after lunch those levels start to decline before hitting a low point around 3pm.  Our second performance peak, at around 6pm, is reached after most offices have closed.

Working from home for long periods is the ideal opportunity to sync your worklife with your circadian rhythm.  However , anecdotal evidence seems to show that many employers haven’t allowed people to fully explore this.

Instead it’s only taken six weeks to replace meetings with even more meetings.

Technology has made it easy to hijack any available minute of someones time in just a few clicks. Organising a physical meeting is a complex activity – the logistics of finding everyone in the same place is especially painful.

However a fully virtual meeting can happen today at 5pm, as it’s not as if anyone is driving anywhere anymore.

Instant availability allows meetings to breed like rabbits taking over our calendar’s. Strict checks and balances – a sort of virtual distancing – need to be in place to ensure that our new workdays don’t just become a succession of Skypes and Zooms.

There are a lot of advantages to online meetings, but as Steve Blank has said, none of the current generation of apps capture the complexity of human interaction. The technology doesn’t emulate how people interact with others in person. Indeed “every one of these video applications has ignored a half-century of research on how people communicate.”

We’ve already got a new term ‘Zoom fatigue’ that recognises that video conferencing  leaves us with “a perplexing sense of being drained while having accomplished nothing.” Whilst perceiving subtle social cues takes little conscious effort in person, virtual interactions can be exhausting.

As Marissa Shuffler explains, if we are physically on camera we are very aware of being watched. “When you’re on a video conference, you know everybody’s looking at you; you are on stage, so there comes the social pressure and feeling like you need to perform. Being performative is nerve-wracking and more stressful.” Focusing on people’s faces, their bookcases, cats and home decor results in a sensory overload that makes us miss the the natural social cues that guide us in the real world.

So – the much maligned office actually did have something going for it. It actually restricted meetings on demand.

As Catherine Nixey writes in a must read piece – there’s one reason and one reason only that people miss the office: other people.

Skype, Zoom et al simply can’t replicate the social experience of chance encounters and just the experience of talking unguarded with our fellow humans.

“Humans need offices. Online encounters may be keeping us alive as social beings right now, but work-related video meetings are too often transactional, awkward and unappealing.”

It’s this conundrum that organisations must wrestle with in the coming months. The knee-jerk reaction would be to rid ourselves of offices. However, we could be storing up a huge problem down the tracks when it comes to social isolation and wellbeing.

We need to aim at least for a way of working that is more intimate, that embodies a sense of belonging and whose mainstay is quality focused time rather than being locked to a screen staring at a grid of faces.

We haven’t yet failed the remote working experiment.

However there are clear warning signs that we cannot allow technology to make it even easier for us just to be busier. New problems will emerge post-pandemic that require focussed, deep and productive work. Curtailing our nascent love affair with video conferencing is necessary – perhaps even requiring us to limit our screen time to a couple of hours each day.

The experiments we need to start – sooner rather than later – need to capture the best of home working (zero commute, flexibility, time spent locally) with the best of the office (random human connection, physical chemistry).

Anything less and we risk just swapping one dysfunctional model for another.

 

Photo by Edward Jenner from Pexels

The Way We Work Isn’t Working

The office, after management, is arguably the biggest inefficiency tax that organisations layer over themselves.

They cost huge amounts to procure and maintain, they become an all too convenient base for meetings (another inefficiency tax), and they set a precedent for the expected hours that people are meant to work.

Offices promote lengthy commuting which has consequences for both the environment and our own mental health. A recent study found that just a 20-minute increase in commute time is equivalent to getting a 19% pay cut for job satisfaction.

Most importantly – our workspaces have a productivity problem.

Despite technology which previous generations could only dream of we’ve never felt so unproductive at work.

What’s the problem here?

A recent report from Asana finds that employees spend nearly two-thirds of their day on “work about work”. Constant emails, message notifications, and unexpected meetings consume the best part of most days.

Over 10,000 people were interviewed globally and there’s some significant findings:

  • The majority of respondents’ time (60%) is spent on work coordination, leaving just 27% for the skill-based job they were recruited to do.
  • Responding to a constant barrage of emails and notifications is the primary reason that nearly one-third of employees regularly log extra hours, followed by unexpected meetings and chasing people for input or approval.
  • Respondents surveyed believe that nearly two-thirds of meetings are unnecessary.
  • Over 10 percent of an employee’s day – 4 hours and 38 minutes per week – is spent on tasks that have already been completed. This amounts to more than 200 hours of duplicated effort and wasted efficiency annually.
  • Less than half (46%) of respondents surveyed clearly understand how their output contributes to the achievement of their organization’s objectives and mission.

Screenshot 2020-03-08 at 10.32.27

It’s astonishing to me that this isn’t bigger news within organisations – the cost of unproductive downtime plus the wellbeing impact is mind boggling.

Parkinson’s Law. Work expands to fit the time available for its completion

In a post that is more relevant than ever Chris Bolton asks why do we waste so much time on trivial things in work? One of the reasons is our tendency to hoard unnecessary resources – to fill work with work.

“The basic theory is that an individual within a large administrative organisation will reach a point in their career where things start to get a bit ‘too much’ for them. Rather than leave the job or share it with anyone else, they make the case for acquiring subordinates. Subordinates will lead to more subordinates and eventually there is a department to manage. However, the quantity of real work hasn’t actually increased very much (if at all).”

Brooks’s law – Adding manpower to a late project makes it later

The ways most organisations respond to a new circumstance is simple: hire more resources. Even though everyone knows that throwing more resources at things is the very worst thing you could do.

The growth of ‘work about work’ seems unstoppable.

As Gary Hamel has explained – a small organisation might start off simply – one manager and 10 employees.  But as it grows it will often keep this ratio and sometimes reduce it. So an organisation with 100,000 employees will have at least 11,111 managers. Because an additional 1,111 managers will be needed to manage the managers.

And that’s before you go near management related functions whose entire function is , well , management.

The constant interruptions to our work day means very few of us spend time in a state of flow. Flow, a state of consciousness where we feel our best and perform our best, is the most desirable work state on earth, but it’s also the most elusive.  According to Steven Kotler , the average person spends less than 5% of their day in flow. If you could increase that to 15%, overall workplace productivity would double.

What’s the solution here?

Arguably we are into wicked problem territory – with a complex web of technology, management and bureaucracy.

Screenshot 2020-03-08 at 11.30.48

In the report Asana naturally put a lot of emphasis on the role technology could play – and they are right – it is ridiculous that in 2020 colleagues are duplicating effort on the same tasks. The tools are here to design that out today.

I’d go further and suggest that every manager should attend productivity training on an annual basis – and be assessed at their competence at using collaborative tools.

We also need to challenge our culture of busyness which worships at The Altar Of Having Too Much To Do.

We haven’t got too much to do – we’ve got too much ‘work about work’.  And the onus is on each and everyone of us to fight it.

 

 

The Asana Anatomy of Work Report can be downloaded here 

An A-Z of Office Jargon

Apparently – ‘Touch Base” is the most-hated office phrase for a second year in a row.

Certainly – it’s a mainstay of contact requests I get from Linkedin. And if I fail to touch base I usually get someone ‘circling back’ to remind me.

But surely the most in vogue phrase is ‘we’re on a journey’. I was recently at an event where it was used five times – in the first 30 minutes.

None of us are immune to jargon. Defenders of jargon say it acts as necessary professional shorthand – it conveys complicated ideas succinctly. Used well, it does.

The danger comes from using it out of place, especially when dealing with the wider public. It can often distort or confuse.

I’m often guilty of this – words around innovation and design can be especially arcane – often dressing up a simple idea.

And it winds people up. A survey by the Institute of Leadership & Management, revealed that management speak is used in almost two thirds (64%) of offices, with nearly a quarter (23%) considering it to be a pointless irritation.

So I’ve refreshed my A-Z for 2019, here they are:

Agile

Was once the ‘collaborative effort of self-organising and cross-functional teams’ but now best used in meetings to make yourself sound down with the kids e.g “is this really agile enough?”

Bandwidth

As in “I don’t have the bandwidth for this” – meaning “I don’t have the time for you today sorry”

Circle back

As in “I’m just heading to a very important meeting but we’ll circle-back later”

Deep Dive

As in “We’re going for a deep dive to make sure we utilise all the functionality”

Engage (or Consult/Involve)

See also co-creation, co-design, co-production or co-anything else

Future-proof

An assertion that your latest idea is immune to obsolescence

Going Forward

Meaning “from now on”.  Bonus points for “Go forward together”

Hackathon

Usually a meeting. Just with pizza and t-shirts 

Ideation

A word that “has come under informal criticism as being a term of meaningless jargon” according to Wikipedia

Joined Up

Taking a ‘holistic, helicopter view of the business’

KPI

Key Performance Indicator. Easier if everyone just said ‘target’

Low Hanging Fruit

An open goal. The fruit is hanging right there in front of you – grab it

Mission Statement

A written, but very rarely demonstrated,  ‘reason for being’ in respect of a company and its activities

No ‘I’ in team

Meaning – in case you were in any doubt – that there is no letter I in the word TEAM. Entirely reasonable to hit anyone who says this

Offline (Let’s Take This)

Or even better “let’s ‘touch base’ about that offline”

Pivot

To change your mind after realising that your project is doomed. A useful euphemism for failure

Quick Win

Small steps or initiatives that produce immediate, positive results without any actual evidence

Radical

Use this when you want to make something that’s not remotely exciting sound like it really is 

Singing from the same hymn sheet

Widely used by managers with no idea of how to get everyone in agreement

Touch base

The LinkedIn translation of ‘let’s talk’

User Centricity

Placing your customer at the ‘centre of the service experience and prioritising their needs’ without actually meaning it 

Value Add

Managerial speak for “to make something better”

We’re on a journey

Highlighting that a company, team, project or person will never reach the final mission or objective

Your take

As in I’m keen to hear your take on this as I haven’t got a clue what to say or do

Zero Sum Game

As in “we should never, ever, have started this project in the first place”

You might agree or disagree or want to add more (anyone got an X?)

Let me know!

Why Story Will Always Beat Statistics

Data is not fact and fact is often just a hypothesis anyway.

We humans design how data is created and we humans are the ones who interpret data and draw conclusions from it.

Therefore, data will always be inherently fallible – Gerry McGovern

Many of our organisations attempt to illustrate the achievement of their purpose through data and the production of statistics.

We sell this many products, or save that many lives or house this many people.

Then we wonder why the public doesn’t understand what we do, or why the people who work for us have become disengaged from our purpose.

Despite living in a time where entire industries are being disrupted through stories , we still put our faith in statistics.

Because it’s better to convey our message with simple facts right?

The problem is, data isn’t simple or neutral or even factual.  The best data needs explanatory stories.  The human mind is a story processor, and to understand something is to know a good story about it.

The astrophysicist and author Neil deGrasse Tyson was reminded of this lesson last week after tweeting that more people die in everyday circumstances like medical errors than in mass shootings.

As he noted in his Facebook apology , his intention to point out that more common, but milder causes of death trigger less response from us than events like mass shootings wasn’t welcome when there was another, more compelling story trending.

Telling the story through data alone, factually correct or not, doesn’t always win us fans.

I’ve been reading The Science of Storytelling by Will Storr. In it he shows how novelists answer the challenge of “grabbing and keeping the attention of other people’s brains”.

I was struck by his point that most successful stories begin with a moment of change. In fact, all stories are change. These changeful moments. or the threat of change, are so important that they always appear in the first few sentences. His examples show that authors as diverse as J.K Rowling, Albert Camus and Karl Marx all use the same technique.

It’s because they know that we find change interesting – it forces us to listen, and it forces us to act.

Do our organisational stories begin with change?

As a simple test I checked out 10 websites of social purpose organisations and none of their recent press releases or blogs started out that way. It was all about how much investment had been attained,  or the £££ difference that was being made by their actions. Data, data everywhere but no decent stories.  No threat of change, no questions, no meaning.

Today’s organisations simply won’t be heard unless they’re telling good stories. Those of us who can create and share good stories have a powerful advantage over others.

One of the reasons I try to blog regularly is to get better at telling stories. The simple act of writing a short 600 word piece still forces you into a format of:

  • Beginning with a change or provocation
  • Asking a dramatic or interesting question
  • Crafting an ending that attempts to create some meaning

Fortunately this isn’t a skill only attainable by a few of us – all of us are good storytellers.

Storytelling is something we all do naturally, starting at a very young age. As human beings, we know that stories are what life is made of, but when we get up in the morning and go to work,  we seem to forget this.

In modern organisations storytelling should not only reside on the organisational level, it should permeate the whole system. It’s no longer the preserve of comms teams. In fact I’d suggest that if it’s your comms team who is telling the story , you have a problem.

If everybody feeds the story then the story feeds the people. Perhaps every employee should be encouraged to write one blog or post one video every month, encouraging us all to share stories?

This isn’t time wasted. Stories help us persuade people to take action.

We can all become better storytellers , and through that help our organisations become better and achieve our purpose.

Show me the data? Actually, don’t.

The story is the change.

The power is in the story first, the statistic second.

 

 

If you don’t have time to read the book from Will Storr you can listen to his TEDx talk here

How Technology Is Changing Our Conversation

In 2013 a Communications Director named Justine Sacco landed in Cape Town after a flight from New York.

As she switched her phone back on she was met with two messages.

The first was from someone she hadn’t spoken to for years:

“I’m so sorry to see what’s happening.”

The second was from her best friend:

“You need to call me immediately. You’re the No. 1 worldwide trend on Twitter right now.”

Then her notifications went haywire – and her whole life blew up.

Hours earlier, during a stopover in London,  she’d sent a tweet to her 120 followers that had gone viral whilst she was in the air.

It read:

“Going to Africa. Hope I don’t get AIDS. Just kidding. I’m white!”

Many of us on Twitter at the time remember the incident as we participated in it. We were rapt with excitement at we followed the hashtag #HasJustineLandedYet – with tens of thousands of us waiting for the real time sacking of a villainous racist.

Except, as Jon Ronson revealed in So You’ve Been Publicly Shamed , Justine wasn’t a villain, and she wasn’t a racist. She’d made a really badly worded joke intending to make fun of her own privilege. It had backfired in the most horrible way possible. She rarely left her house for a year.

I tried to change my social media behaviour the day I finished that book. I tried to resist joining in. Social media shamings are now a daily occurrence, as if we are becoming addicted to the experience of bringing others down.

Last week Sky News presenter Jayne Secker was the subject of her own tweetstorm. During an interview about the housing crisis she made comments about the competence of young tenants and whether they knew how to change a lightbulb.

“Do you think you’ve found amongst your friends, perhaps, that you’re aren’t equipped with the necessary skills to rent?” she asked.

The interview was certainly bizarre and her comments completely irrelevant to the subject at hand – but was the response entirely proportionate?

Haven’t many landlords , social as well as private, asked themselves exactly the same question?

Twitter was unforgiving and brutal, even in the face of an apology.

“I am sure many of us will have made a mistake at work – unfortunate for me mine is a lot more public than most” she tweeted.

In the responses below I saw two tweets from people who follow me. People who I’ve had many positive interactions with.

One of them used the hashtag “#scumbag”. The other just said “sack this c**t”.

We are now truly down the rabbit hole, with shamings leading to sackings leading to shaming and more blaming. It’s as if we can’t adapt to the new power of instantaneous communication, compelled to comment in ways we’d never do in a real life situation.

In her excellent TED talk Carole Cadwalladr rightly calls out the ‘gods of Silicon Valley’ for their failure to control the awesome tools they have given us, but arguably the responsibility is shared with us too. We have to re-calibrate our online behaviour based on values of free speech, but also have empathy and consideration for others.

I’ve just finished listening to The Last Days of August in which Jon Ronson returns to the subject of shaming.

It details the story of August Ames, a porn star, who came under heavy criticism for saying she didn’t want to work with men who have also appeared in gay pornography.

Finding herself engulfed amid accusations of homophobia she posted her last ever tweet the next day – which simply read “f*** y’all.”

A few hours later she was found hanged. She was 23.

In the podcast, and its excellent companion piece, The Butterfly Effect , Ronson charts the effect technological disruption is having on us. Much of it is funny and wonderful, and some of it is sad and deeply troubling.

The most worrying aspect is the effect on our public discourse. 

Conversation is all we have. It’s only through talking with those who disagree with us that we can hope to achieve any form of progress.

However we must also recognise we will make mistakes in our online behaviours. I’m not intelligent all of the time and I doubt you are too. We all have a lot of stupid in us.

We have to be able to criticise bad ideas. But we don’t want to close down those ideas as without the conversation we become more and more entrenched in our views, and that is good for no-one.

Last week I had a bit of a Twitter spat when someone misinterpreted a tweet I sent. I was having a bad day and sent a bit of a snarky response. In real life I’d have probably offered to buy them a pint and talk it out down the pub. However the lack of eyeball contact on social media is where so much can go wrong. We haven’t yet developed a complete set of cues that guide conversation.

This is the first time in human history that we’ve had a space in which we can collaborate with total strangers.

We desperately need to protect that space and that conversation.

That means we need to be lot more tolerant.

We need to try to get our facts straight before commenting.

We need to resist the temptation to join in with public shamings.

Most of all we just need to breathe a little more and be a whole lot nicer to one another.

The Number 1 Priority For Your CEO: Building Trust

Silence is now deeply dangerous—a tax on truth – Richard Edelman

Trust is the most valuable commodity in your organisation – although it’s probably not something you talk about often, much less attempt to measure.

For the past 16 years, Edelman has attempted to track the progress, or decline, of trust across 28 countries.

The latest results of their Trust Barometer shows we live in an era of misinformation – which has profound implications for our organisations and communities.

Globally, nearly seven in 10 respondents among the general population worry about fake news or false information, 59% say that it is getting harder to tell if a piece of news comes from a credible source.

Tellingly only 24% of the UK trust Twitter, Facebook and Instagram when looking for news and information.

The credibility of  “a person like yourself” is at an all-time low. The great hope we had for social media as a democratising force for good – unleashing waves of citizen journalists – appears to be over.

This all sounds bleak, but actually, there’s a new hope. 

In an era of trust stagnation, there’s a new opportunity for leaders emerging. People have a renewed faith in credible voices of authority.

A few years ago there was a big drive to get CEOs on social media. With hindsight that was naive – we bear witness every single day to the disastrous consequences of leaders and politicians equipped with Twitter accounts.

The real drive should be to ensure our CEOs and leaders emerge as trusted credible sources of information.

7 in 10 respondents say that building trust is the No. 1 priority for CEOs, ahead of high-quality products and services.

Nearly two-thirds of people say they want CEOs to take the lead on policy change instead of waiting for government, which now ranks significantly below business in trust in most markets.

Building trust as a priority over delivering services? That’s a sit up and take notice moment.

Making this shift means a radical overhaul of how we currently view communication. Most organisations are still deluding themselves into thinking that if they can just get their marketing and PR right they can control the brand message.

Tell a good story. Issue flattering reports and PR pieces. Show you are nice people. Only engage with those who are positive about your organisation.

Demonstrably, this isn’t working. We are haemorrhaging trust.

Over the past week, I’ve been involved in a quite a few debates with leaders and the people we serve. Some of the conversations – and the disconnections they highlight – demonstrate exactly the themes that Edelman are tracking on a global scale.

Feelings of powerlessness, of not being listened to, of organisations that were designed to improve social outcomes becoming distant and ever more corporate.

I’ve certainly reflected on my own communications and why people sometimes don’t trust my organisation. Why they sometimes don’t trust me.

  • Distrust will only be combatted through leaders being open and accountable and having public discourse with one another and with the people they collectively serve.
  • Concern about disinformation will only be combatted by providing real evidence of the kind of outcomes we are achieving. It’s time to kill it with the awards for ourselves.

The digital age has disrupted the accepted rules of trust. No longer is a relationship solely between citizen and institution. What was once a binary one to one relationship behind closed doors is now conducted in public in a much broader social context.

Silence is dangerous.

Social media hasn’t shifted the balance of power — but it’s certainly shining a light on where power is held and how it behaves.

An A-Z of Modern Jargon

Yesterday a colleague who had been faced with a lot of long documents filled with confusing language came out with a great phrase:

I didn’t know where to start. So, I didn’t

There’s some science to this. Faced with choice overload and unfamiliar phrases one of our automatic responses is to shut things down and move onto something easier.

On Wednesday I was listening to Andy Hollingsworth of the Behavioural Insights Team talk about inertia being a big driver of our behaviour. How removing very small irritations from a process or communication can help people understand you.

It made me think about jargon and how we can unintentionally alienate people.

Defenders of jargon say it acts as necessary professional shorthand – it conveys complicated ideas succinctly. Used well, it does.

The danger comes from using it out of place, especially when dealing with the wider public. It can often distort or confuse.

I’m often guilty of this – words around innovation and design can be especially arcane – often dressing up a simple idea.

So I’ve put together a graphic of jargon and phrases that we could all do with using less often.

new-piktochart-_25805771

You might agree or disagree or want to add more – let me know!