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Archive for November, 2009

Can Persuasive Technology Be Fun? You Bet!

Tuesday, November 17th, 2009

By Michael McCauley 

“Persuasive technology” is technology specifically designed to change people’s attitudes and/or behaviors. But can persuasive technology be fun, too? This is the question that Volkswagen asked. The results are some of the most creative and interesting uses of persuasive technology I’ve ever seen. Their idea was to see if they could change people’s attitudes and behaviors simply by using technology which made the preferred behavior fun.

On their website thefuntheory.com are several examples. At one subway station they made the stairway into a giant piano, with each step being a single piano key. When people walked up or down the stairs they played a tune. The result was an incredible 66% increase in the use of the stairs over the adjoining escalator!  

In another example, a simple bottle recycling bin was transformed into an arcade game. If you dropped a bottle into the hole that was lit then your “score” (displayed on a large scoreboard) increased. Did this approach change people’s behavior? You bet - during one day, this bottle recycling arcade was used 100 times while a similar recycling bin (without the arcade) just one block away was used only twice!

Urbanspoon has taken a similar approach with their restaurant selection app for the iPhone. This persuasive technology is part Magic 8 Ball and part slot machine. To use it, you simply shake your iPhone and it finds a restaurant close to your present location. It’s a really fun and original way to locate a restaurant.

I believe that these examples are pointing the way to an emerging trend in persuasive technology development. Rather than trying to convince someone to do something, these apps simply make the preferred behavior more fun. It’s nice to think that the solution to many of the world’s challenges might be resolved by simply adding a bit of fun into the mix.

Brains and Brawn: Integrate the Strengths of Headquarters and Your People in the Field for Maximum Power and Effectiveness

Monday, November 16th, 2009

By William Seidman

Often in large companies, the difference in the perspective and cultures of headquarters and the people in the field can be so large as to be startling. I’ve wondered, Are these people in the same company?

But I realize that each has a particular set of strengths along with some blindspots, and it’s only when they are integrated that the company gets the best results from everyone.

Headquarters tends to think more widely and theoretically. They tend to see a bigger picture and a long-term view. This type of thinking is good for an organization.

However, headquarters loses touch with operational reality very quickly. HQ tends not to understand the customer, their needs, or what it takes to sell and service them. It’s hard to make their ideas into operational reality. Too often, and sometimes unfairly, their work is seen as “more crap from headquarters.”

The field, on the other hand, tends to be great at getting something done. Field sales and service can be very effective at running the business, connecting with the customer and generating sales.

But the field’s narrow and short-term perspective — the world in which they live — doesn’t account for longer term issues. Planning and the long view are absent.

The optimum is to have the intellectual strength of HQ and the operational strength of field sales and service. The best way to attain this, we’ve found, is to have a third party facilitate the discussion. The goal is integration of these two powerful halves, resulting in a high-quality and effective new program.

Doing Business in the Big Leagues: Be Smart, Bold, Careful, and Thoughtful

Wednesday, November 11th, 2009

By William Seidman

A recent article by Maureen Farrell in Forbes.com, “Doing Business With The Big Boys,” discusses several ways in which smaller companies, eager to do business in the big leagues, got burned - or at least chastised.  The gist of the warning is:

If you’re signing a contract, you need a lawyer. Then check out that big company thoroughly, proceed with caution, be prepared, get it in writing, make sure you have read and understand ALL the fine print - and then read it again.  I’m profiled and quoted (though Cerebyte is in beautiful Lake Oswego, Oregon - and not the nonexistent location Lake Oswego, Canada!) because it’s happened to us, too. We dealt with a senior manager who, in fact, didn’t have the decision-making authority we’d thought he had. Ouch. But it won’t ever happen to us again, and needn’t happen to you.

 

 

Talent, Ideas, and Patience: So Many Great Ideas Take Time to Pay Off

Tuesday, November 10th, 2009

 By Rick Grbavac

Jim Clifton, CEO and Chairman of Gallup,  comments in The Gallup Management Journal :

“In the world we’re competing in now, solving problems isn’t about spending money. It’s about understanding and managing ideas and talent — and states of mind. That’s where the new leadership breakthroughs will be. Leaders who can quantify states of mind and make decisions about their constituencies based on that information are the ones who will lead the world.”  

This makes perfect sense to me.  But when he goes on to say that companies have maxed all of the benefits of performance improvement ideas, I think he has been sitting in his office a little too much. I think leaders have a tendency to want to talk about the next shiny ball and have trouble staying with good ideas that just take time to fully pay off. 

The idea of tapping into the ideas, beliefs and actions of the 1 in 10,000 is exactly the right idea.  He just left off the part about getting the other 9,999 to embrace those ideas and truly elevate performance.

 
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