Nathalie nahai social media and the power of innate interestingness

SOCIAL MEDIA
__________ and the power of! __________!

INNATE INTERESTINGNESS

NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH
All material © THE WEB PSYCHOLOGIST LTD. 2012. No unauthorised reproduction or distribution.

1 WHY USE SOCIAL MEDIA?
2 INNATE INTERESTINGNESS
3 KEY TAKEAWAYS

NATHALIE NAHAI / THE WEB PSYCHOLOGIST / @THEWEBPSYCH 2

1 WHY USE
SOCIAL MEDIA?


PSYCHOLOGICAL NEEDS
Satisfies our deep-seated desire for
connection & communication

Helps us measure the intimacy and
influence index of our relationships

For many it has become key to self-esteem


A FEW STATS
Global study: students & young workers 1

56 % would refuse to work for a company
that banned access to SM

24% access to SM would be a deciding
factor in accepting a job


SM IN ORGANISATIONS
Can engender a sense of belonging

Its use (or lack thereof) can reflect and
change an organisation’s culture

Can act as an alternative social structure
(Twitter + Arab countries = culture clash)


RISKS
Lack of controllability
Difficult to monitor & manage

Transparency & accountability
It’s a two-way conversation

Flatter structure
Can result in power shifts


BLOOPERS
#gettingslizzerd at American Red Cross


2 INNATE
INTERESTINGNESS


ADOPTION

How do we get employees to adopt
social media within an organisation?


ADOPTION
Psychology of decision-making shows:

We are motivated to achieve our goals in
the most rewarding, effective way possible 2

Our response to a request will usually stem
from the way we feel about it 2


COMPLIANCE
We’re more likely to comply with requests
we find interesting in and of themselves

The kick we get from performing exciting or
stimulating tasks can boost compliance 3

SM is more likely take root if adopted by
seniors within the company

CASE STUDY: OPINION SPACE


CASE STUDY: OPINION SPACE
Silverman Research & Opinion Space

Interactive, visually compelling online
survey based on feedback

Social and engaging, showed position
relative to peers


3 KEY TAKEAWAYS


KEY TAKEAWAYS
SM can provide a powerful way to effect
cultural change in an organisation

Successful adoption depends on making
your internal SM rewarding and engaging

SM should help your employees meet their
goals to be rewarding


WANT TO KNOW MORE?
Contact my agent:

Jacq@londonwritersclub.com

The Web Psychologist . com
@TheWebPsych


REFERENCES
1 Cisco (2011) ‘Connected world technology report’ www.cisco.com/en/US/netsol/ns1120/index.html
(accessed 9 January 2012).

2 R. B. Cialdini and N. J. Goldstein (2004) ‘Social influence: Compliance and conformity’, Annual Review of
Psychology, 55: 591–621

3 B. Rind and D. Strohmetz (1999) ‘Effect on restaurant tipping of a helpful message written on the back of
customers’ checks’, Journal of Applied Social Psychology, 29: 139–44.


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