new and social media strategies for execution · © intersticia 2011 new and social media...

© Intersticia 2011

New and Social Media Strategies for Execution

ANZSOG, Sydney, NSW

August 2011

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Nothing is more unpredictable than the mob, nothing more obscure than public opinion, nothing more deceptive than the whole political system. (Cicero Pro Murena 36, 100 BC)

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Some things you asked for

•  Reach, benefits, dangers and shortcomings of social media

•  Media strategy

•  Managing the speed and impact of information

•  Latest developments in the use of social media in business and as a marketing tool

•  Back of house IT support

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There is a revolution happening

(h#p://memeburn.com/2011/01/coup-‐dtweet-‐can-‐social-‐media-‐overthrow-‐a-‐government/)

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It is all around us

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and happening in places we don’t necessarily expect

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"Everyone watching these horrific actions will be struck by how they were organised via social media. Free flow of information can be used

for good. But it can also be used for ill,” (David Cameron, UK Prime Minister)

(Guardian, http://www.guardian.co.uk/media/2011/aug/11/david-cameron-rioters-social-media)

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SO SOCIAL MEDIA, GOOD OR EVIL??

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Human disease http://www.healthmap.org/en/

© 2011 Digital Brand

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Disaster recovery – US earthquake detector

(http://recovery.doi.gov/press/us-geological-survey-twitter-earthquake-detector-ted/)

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What are social media?

(Sean Carton)

"Social media" are really just technologies that

facilitate conversations.”

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Evolution of Government

(Leanne Fry, FWO)

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So, what is public communications?

•  The art and social science of analysing trends, predicting their consequences, counseling organizational leaders, and implementing planned programs of action, which will serve both the organization and the public interest. –  Jensen Zhao. Encyclopedia of Business, 2nd. Ed

•  The practice of managing communication between an organization and its publics. –  Grunig, James E. and Hunt, Todd. Managing Public Relations

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Six elements of social media

BLOGS BLOGS SOCIAL NETWORKS

CONTENT COMMUNITIES

WIKIS SOCIAL BOOKMARKS MICRO BLOGGING

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Social media is just part of the media landscape

Engagement Hub

Twitter

Email

Mobile application

Call Centre

Direct Mail

Website

User-‐generated contentSpecific

Crisis Coms

General ComsContent

Facebook

YouTube

Talk-‐back Radio

Print Publications

TV

(From Alterian)

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How mature are we in the digital world?

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(Zuboff & Maxim, “The Support Economy”, 2000)

Key characteristics of digital

•  Transparency

•  Accountability

•  Better business practices

•  Ability to manipulate complexity

•  Collaboration and co-operation, globally

•  Immediacy

•  Infinite “plasticity”

•  From linear to kaleidoscopic relationships

•  Ubiquity - anywhere, anyhow, anytime

(Zuboff & Maxim, “The Support Economy”, 2002)

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Exercise

What is the difference between a digital and analogue piece of

communication (a document), bearing these characteristics in

mind?

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Physical and digital Characteris*c Physical -‐ photograph Digital –photograph

Transparency Printed -‐ fixed Can be edited -‐ open

Accountability Deemed to be authenIc as “fixed”

Can be tracked and traced – gps (iPhones), tagged, but can be edited

Business pracIce Needs to be either digiIsed or physically shared – can be locked down

Can be shared easily

Complexity Two dimensional MulI-‐dimensional and temporal

CollaboraIon View only, needs to be “copied”

Can be shared and edited, infinite copying

Immediacy Available when printed Can be downloaded, accessed

PlasIcity Printed -‐ fixed Can be edited -‐ open

Kaleidoscope Can print mulIple copies Infinitely shareable in mulIple direcIons

Ubiquity Accessed via physical means -‐ album

Can be accessed via any digital screen

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Physical and digital Characteris*c Physical Digital

Transparency

Accountability

Business pracIce

Complexity

CollaboraIon

Immediacy

PlasIcity

Kaleidoscope

Ubiquity

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Digital implications

In an increasingly digital world people are:

•  Seeking sanctuary

•  Demanding voice

•  On a quest for connection

Zuboff & Maxmin, The Support Economy, 2002

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Back end IT, measurement and ROI

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Social affairs - the new organisational connector

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PRACTICAL EXAMPLES

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Case Study – Law and order http://www.iacpsocialmedia.org/

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Ning site as a learning experience

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SO, HOW TO PROCEED?

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Principles of Execu*on

Public Value -‐ Telos

Capabilty Ergon

Authorising Environment

Demos

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Social media execution model

•  How do I get support and buy in?

• Who do I need to help me?

• What is the worst thing that can happen?

• Who can I trust to do this?

Trust Risk

Leadership Management

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Society

Voters/ConsItuents

Employees

Management/Cabinet

Leadership

Intent

Ecosystem

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Determine metrics for success

•  Measure strategy not stuff –  Perception of the “brand”

–  Marketing Efficiency – use of resources

–  Achievement of objectives – whatever currency

•  Think KPI not ROI

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Exercise for the afternoon session

•  Situation: –  New research shows orange better than yellow

safety vests

–  To be introduced within a factory type of workplace for over 300 people with disabilities

–  You have six months

•  You are charged with developing a multi-channel communications strategy

•  Be ready to explain your strategy

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Elements of a Communications Plan

•  Objectives •  Target audience •  Key messages, themes, talking points •  Agency spokespeople •  Milestones, events, planned activities •  Platforms and channels •  Community and stakeholder outreach •  Commentators •  Academics and academic briefings •  Third party champions •  Program integrity

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Debrief from exercise •  Take simple message and deliver via multiple channels •  “Be seen be safe, wear orange” •  Mass demonstration in the workplace to demonstrate the

change •  Team leaders to disseminate to teams on a more personal

level •  Target families, carers, community groups employees

involved in – authorising environment •  Snail mail, email, social media – leveraging community groups

who are on social media •  Put demonstration on social media – reinforcement •  Individualisation of vests for those who can’t see – different

texture •  Staff ambassador •  •  Cold turkey on the vests •  Long period to changeover point – managing change •  Poster campaign •  Mentors and leaders demonstrating •  Staff members filming for YouTube •  Colour theme party – remove yellow and replace with orange

– add the game •  •  Transition over time – not everyone on the same day •  Project management issue – key dates and deliverables •  Goodie bags with orange stuff •  Signage, audio, •  Ranger Day – Ranger Week •  Free trips to Orange •  “Orange is the New Yellow” •  Local media to reinforce – good news story •  Utilise existing channels •  •  Don’t overcomplicate the simple things in life •  Fashion parade •  Posters, chocolates

•  Risks? •  Investing too much money and/or money on a simple issue •  Ignoring the serious side •  Can lose a lot of staff through simple things like this •  If didn’t manage properly could lose people with skills and

this is a necessary part of their social world •  They may not be able to cope – could you pre-test? •  Make sure that managers understood how it would be •  Briefing with supporters and carers to see what their reaction

would be •  Support mechanisms and champions outside the workplace •  Linking in with others who are also wearing orange vests •  Looking for champions to lead the way with senior

management •  •  Almost a person by person exercise •  Viability of the business – compliance issue •  Workplace responsibilities •  Training as well as communications •  What are the individual interests/drivers? Being included •  •  Difference between macro and micro is the size – but apart

from that it doesn/t matter. Still a huge range of ways to communicate – this group a microcosm within the bigger community

•  Potential empowerment of people •  Whilst seems simple throws up all of the complexities of the

larger issues •  •  Would be different if earlier in the timeline – were still making

the decision as to whether or not to go to orange

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Resources

Online: •  http://mashable.com/ •  Fred Cavazza - www.fredcavazza.net •  David Armano - http://darmano.typepad.com/ •  Kate Ray’s video on Web 3.0 - http://kateray.net/film/ •  David Siegel’s Personal Data Locker - http://

thepowerofpull.com/pull/blog •  Ross Dawson -http://rossdawsonblog.com/

(www.rossdawsonblog.com) •  Andrea Di Maio (Gartner) on Gov 2.0 - http://

blogs.gartner.com/andrea_dimaio/2011/05/27/gov-2-0-it-takes-a-crisis-to-take-off-it-takes-much-less-to-stall/

•  Siri - www.siri.com Books: •  The Support Economy, Zuboff & Maxmin, 2002 •  The Shallows, Nicholas Carr

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Key notes – Session One

•  Leaders define reality in sense and meaning •  Public sector – opportunity to change the world •  Role of the public sector – provide frank and fearless advice •  Open government – Sunlight – move towards transparency –

but keep it simple! •  FOI – little choice for agencies now – Qld Corrective Services

& FWO – “just put it out there” (Ross McSwain, Clare Gunning)

•  Importance of the conflict model and jeopardy – the inevitable loss of or by someone, survival elements of the human psyche – suspense

•  Correcting the record – how to do in an age of dimishing resources – comms now placed in strategy, marketing – where??

•  Challenges of containing information in the age of social media … why would you want to contain it? In a Courts/legal situation … ???

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Key notes – Sandi Logan

•  Web 2.0 allowing to reach, engage and participate •  Need for leadership to show trust and support •  Inserting our point of view into the public discourse but

removed from the political debate – into the public space of ideas

•  Where to an extent you automate if you can you also need to speak to people where possible

•  YouTube channels – ImmiTV and No to People smuggling - –  Hosted on cloud, didn’t interfere with day to day business of

website

•  Governance, social media policy, records management •  Use of Facebook to drive to website •  Professional vs personal tweets •  Twitter – the coffee house of cyberspace •  It is not quantity of followers but quality – bulls and herds

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Crisis Communicator’s Checklist - social

•  Don’t over reassure – transparency, authenticity •  Err on the ‘alarming’ side •  Acknowledge uncertainty •  Share dilemmas •  Acknowledge diversity of opinion •  Be willing to speculate but do so intelligently •  Say what you know (and are sure you know) •  Say what you don’t know •  Say what you’re doing to deal with what you know and don’t know •  Don’t aim for ‘zero’ fear •  Don’t ridicule public’s emotions •  Acknowledge legitimacy of fear/anger •  Establish your own humanity •  Tell people what to possibly expect •  Offer people suggestions on what to do •  Let people choose their own actions / ask more of people •  Acknowledge and apologise often for mistakes, deficiencies and

misbehaviour

Peter M. Sandman, “Responding to Community Outrage: Strategies for effective risk communication”. 1993

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Situations and Behavioural change

•  Agent

•  Vector

•  Host

•  Environment

•  Communication + Education

•  Enforcement

•  Economic incentives

•  Engineering

•  Environment

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Christine Nixon – Allinsky’s Rules for Radicals What follows is for those who want to change the world from what it is to what they believe it should be. The Prince was written by Machiavelli for the Haves on how to hold power. Rules for Radicals is written for the Have-Nots on how to take it away. Rule 1: Power is not only what you have, but what an opponent thinks you have. If your organization is small, hide your numbers in the dark and raise a din that will make everyone think you have many more people than you do. Rule 2: Never go outside the experience of your people. The result is confusion, fear, and retreat. Rule 3: Whenever possible, go outside the experience of an opponent. Here you want to cause confusion, fear, and retreat. Rule 4: Make opponents live up to their own book of rules. “You can kill them with this, for they can no more obey their own rules than the Christian church can live up to Christianity.” Rule 5: Ridicule is man’s most potent weapon. It’s hard to counterattack ridicule, and it infuriates the opposition, which then reacts to your advantage. Rule 6: A good tactic is one your people enjoy. “If your people aren’t having a ball doing it, there is something very wrong with the tactic.” Rule 7: A tactic that drags on for too long becomes a drag. Commitment may become ritualistic as people turn to other issues. Rule 8: Keep the pressure on. Use different tactics and actions and use all events of the period for your purpose. “The major premise for tactics is the development of operations that will maintain a constant pressure upon the opposition. It is this that will cause the opposition to react to your advantage.” Rule 9: The threat is more terrifying than the thing itself. When Alinsky leaked word that large numbers of poor people were going to tie up the washrooms of O’Hare Airport, Chicago city authorities quickly agreed to act on a longstanding commitment to a ghetto organization. They imagined the mayhem as thousands of passengers poured off airplanes to discover every washroom occupied. Then they imagined the international embarrassment and the damage to the city’s reputation. Rule 10: The price of a successful attack is a constructive alternative. Avoid being trapped by an opponent or an interviewer who says, “Okay, what would you do?” Rule 11: Pick the target, freeze it, personalize it, polarize it. Don’t try to attack abstract corporations or bureaucracies. Identify a responsible individual. Ignore attempts to shift or spread the blame. According to Alinsky, the main job of the organizer is to bait an opponent into reacting. “The enemy properly goaded and guided in his reaction will be your major strength.”

Saul Allinsky “Rules for Radicals”, 1971. http://www.vcn.bc.ca/citizens-handbook/rules.html

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Murray Darling Basin Authority

•  Complicated governance structures •  Really difficult to have simple messages re

water •  Focus on authorising environment?

Stakeholders, few allies. –  Farmers –  Irrigators - $$ –  States/Ministers

–  ACF –  Scientific community

•  Triple bottom line – (EEcS) - Environment, Economic, Social

•  Objective – EEcS sustainability

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Summary from the group

•  The art of being a good communicator is the ability to listen and engage

•  HL Menken – “there is nothing more practical than a good theory”

•  Power of robust language that can be repeated again and again

•  Fit for purpose using new media and technologies – taking a disciplined approach

•  The importance of the community of practice •  Underlying courage required by public servants in

doing the work we do – believing in the cause •  People at the centre of everything •  Strategic role of comms in difficult situations •  Posing questions rather than always providing

solution

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