This article follows on from our previous one ‘Long time listener, first time caller’. In this article, we discuss what you need to do to foster and promote the necessary user behaviours within online communities to create a sustainable active community. We build on our ‘Observer / participant barrier’ model from our earlier paper to show you how to successfully manage your members as they start the process of engaging with your online community. We use strong social psychology models as a basis for the recommendations on how to work with your community and include a checklist of dos and don’ts.
You can find it on the PTG website under ‘Our Thinking’ and then go to the ‘Psychology / Social’ section.
You can also download it directly from here.
Let me know what you think in the comments…
In this paper, we discuss the psychology of why people simply (and passively) observe a community while others actually participate and contribute. We discuss the process and decisions people go through when locating a community, choosing to sign up and participate in activities (e.g., sharing of information), through to becoming a ‘long time member’, or in some cases a leader (or super user) in a community. We present our ‘Observer / Participant Barrier’ model illustrating the critical leap people make to become active members in a community. Anyone who’s interested in creating a successful online social network /community should take a look.
You can find it on the PTG website under ‘Our Thinking’ and then go to the ‘Psychology / Social’ section.
You can also download it directly from here.
Let me know what you think in the comments…
I’ve written a new paper on the PTG website. In this paper, I discuss the strengths and weaknesses of the Net Promoter Score. Its strength is in moving beyond satisfaction to loyalty and referrals. Its weakness is that like nearly all surveys I see, it provides no explanatory or predictive power. That is, you can have a good score or a poor score and not know why. Without this insight, you don’t know what to do more of, less of or differently.
This paper is Part 1 of 3 and starts with a discussion about the NPS and surveying, followed by Part 2, where I’ll show you how to design a rigorous causal survey. In Part 3, I’ll take you through how to quickly and simply analyse a causal survey using multivariate statistics.
You can access the paper from the PTG website, under ‘Our thinking’, in the ‘Psychology / Social’ section or directly from this link: How to make the Net Promoter Score truly actionable. I hope you enjoy it. Look out for parts 2 and 3 in the very near future. If you have any views or comments about what I’ve said, please let me know…
Psychology / Social
Does your NPS survey tell you exactly how to improve loyalty and referrals?
In this paper, Craig discusses the strengths and weaknesses of the Net Promoter Score. Its strength is in moving beyond satisfaction to loyalty and referrals. Its weakness is that like nearly all surveys he sees, it provides no explanatory or predictive power. That is, you can have a good score or a poor score and not know why. Without this insight, you don’t know what to do more of, less of or differently. This paper is Part 1 of 3 and starts with a discussion about the NPS and surveying, followed by Part 2, where he’ll show you how to design a rigorous causal survey. In Part 3, Craig will take you through how to quickly and simply analyse a causal survey using multivariate statistics.In this paper, Craig discusses the strengths and weaknesses of the Net Promoter Score. Its strength is in moving beyond satisfaction to loyalty and referrals. Its weakness is that like nearly all surveys he sees, it provides no explanatory or predictive power. That is, you can have a good score or a poor score and not know why. Without this insight, you don’t know what to do more of, less of or differently. This paper is Part 1 of 3 and starts with a discussion about the NPS and surveying, followed by Part 2, where he’ll show you how to design a rigorous causal survey. In Part 3, Craig will take you through how to quickly and simply analyse a causal survey using multivariate statistics.
One of the things that I never understand is why we are not all on national, permanent and maximum water restrictions, regardless of how much rain falls. We are, after all, the second driest continent in the world.
I was in Wagga this week and they’ve taken an interesting approach to managing water usage. The policy is essentially something like: no sprinklers between 10am and 5pm. That’s it.
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I rang Telstra to cancel my data pack (see the post here for an explanation). The customer service rep, trying to be helpful and service oriented, asked me if she could ask me a few questions about my account usage to determine if I’m on the right package. I said ‘sure’ and this is what followed…
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I was in a cab early on Monday morning this week. We took off and I noticed at the first corner that the meter already had $7 on it, when it should have been about $3.
Like most people, my first thought was ‘bloody cabbie ripping me off’. A thought driven by stereotypes that was circling around in my head making me get more and more annoyed as I watched the meter creep up.
We got to the harbour bridge and I said to the cabbie: ‘Can I ask you something? I noticed that the meter was at $7 when I got in. Why was that?’
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Last week I was a guest in a meeting. Half an hour later, I don’t think a single action or worthwhile thing had taken place.
Notwithstanding the fact that the meeting was run without an agenda, I started thinking about what makes for an effective meeting and how to get the most of them. I thought about the role of an agenda and considered that even with an agenda, the same thing as I saw would have ensued. I even thought about why you would even bother having a meeting since nothing seems to change in the workplace as a result of having one.
Most meetings are run with an agenda, with the view to keep things focussed. They still end up being discussions, albeit generally around the item topic. But nothing really gets done.
It dawned on me that there should be two kinds of meetings (and possibly a third if you’re like me and consider a ‘short’ meeting to always be a good meeting 
):
- Information presentation meetings
- Decision making meetings
Keep reading to find out what these are about… Read more »
In this post, I outline a recent experience in micro managing. As a manager, if you’ve ever experienced the sensation that you can do a better job than your staff, or that your staff don’t seem to spot the obvious or think for themselves, then read on. You’ll be in for a bit of a surprise.
This post shows you how to identify if you’re micro managing people and what to do about it.
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I had an interesting conversation the other day with one of my colleagues, Zoe, who is also a psychologist. We were discussing the importance of introspection and people’s performance.
Why? In managing PTG Global, I’ve found that introspection, the ability to self-reflect on why we do what we do, tends to be a good predictor of performance. This is because it helps people understand and process performance feedback given to them and to incorporate it into their approach to work.
When people don’t accept feedback, it tends to be because they do not see themselves as a causal agent in the outcome about which the feedback is being given (e.g. if they caused a customer service problem). The initial reaction is to reject the feedback and attribute the blame or cause to other people or circumstances (e.g. the customer was especially difficult).
When interviewing new people, this tends to be one of the factors I look for in people. I generally held the view that people had the ability or not.
But I’ve changed my position on this…
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I read this interesting article from the SMH on Jobs, Careers and Callings. It describes how people perceive their job in one of three ways: they consider it just a job and do it for the paycheck, or they see it as a career, where there is a deep personal interest in the work. Finally, there are those who think their job is a calling and have a passionate committment to it. They do what they do for its own sake, rather than for pay.
I consider myself lucky that I see what I do as a calling, particularly epitomised by the project i’m working on.
If you think what you’re doing is a calling, then let me, and others, know…
Business and Strategy, Psychology, Social | Craig Errey | 
24 June 2011 4:48 pm | 
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