Tag: culture (page 2 of 2)

Why do some things go viral?

I love internet memes and included a few in my TEDx talk a few years ago. The term ‘meme’ comes from Richard Dawkins who coined the term in the 1970s:

But trawling the Internet, I found a strange paradox: While memes were everywhere, serious meme theory was almost nowhere. Richard Dawkins, the famous evolutionary biologist who coined the word “meme” in his classic 1976 book, The Selfish Gene, seemed bent on disowning the Internet variety, calling it a “hijacking” of the original term. The peer-reviewed Journal of Memetics folded in 2005. “The term has moved away from its theoretical beginnings, and a lot of people don’t know or care about its theoretical use,” philosopher and meme theorist Daniel Dennett told me. What has happened to the idea of the meme, and what does that evolution reveal about its usefulness as a concept?

Memes aren’t things that you necessarily want to find engaging or persuasive. They’re kind of parasitic on the human mind:

Dawkins’ memes include everything from ideas, songs, and religious ideals to pottery fads. Like genes, memes mutate and evolve, competing for a limited resource—namely, our attention. Memes are, in Dawkins’ view, viruses of the mind—infectious. The successful ones grow exponentially, like a super flu. While memes are sometimes malignant (hellfire and faith, for atheist Dawkins), sometimes benign (catchy songs), and sometimes terrible for our genes (abstinence), memes do not have conscious motives. But still, he claims, memes parasitize us and drive us.

Dawkins doesn’t like the use of the word ‘meme’ to refer to what we see on the internet:

According to Dawkins, what sets Internet memes apart is how they are created. “Instead of mutating by random chance before spreading by a form of Darwinian selection, Internet memes are altered deliberately by human creativity,” he explained in a recent video released by the advertising agency Saatchi & Saatchi. He seems to think that the fact that Internet memes are engineered to go viral, rather than evolving by way of natural selection, is a salient difference that distinguishes from other memes—which is arguable, since what catches fire on the Internet can be as much a product of luck as any unexpected mutation.

So… why should we care?

While entertaining bored office workers seems harmless enough, there is something troubling about a multi-million dollar company using our minds as petri dishes in which to grow its ideas. I began to wonder if Dawkins was right—if the term meme is really being hijacked, rather than mindlessly evolving like bacteria. The idea of memes “forces you to recognize that we humans are not entirely the center of the universe where information is concerned—we’re vehicles and not necessarily in charge,” said James Gleick, author of The Information: A History, A Theory, A Flood, when I spoke to him on the phone. “It’s a humbling thing.”

It is indeed a humbling thing, but one that a the study of Philosphy prepares you for, particularly Stoicism. Your mind is the one thing you can control, so be careful out there on the internet, reader.

Source: Nautilus

Culture is the behaviour you reward and punish

This is an interesting read on team and organisational culture in practice. Interesting choice of image, too (I’ve used a different one).

Compensation helps very little when it comes to aligning culture, because it’s private. Public rewards are much more influential. Who gets promoted, or hangs out socially with the founders? Who gets the plum project, or a shout-out at the company all-hands? Who gets marginalized on low-value projects, or worse, fired? What earns or derails the job offer when interview panels debrief? These are powerful signals to our teammates, and they’re imprinting on every bit of it.

In my mind, organisational culture is a lot like family dynamics, especially the parenting part. After all, kids follow what you do rather than what you say.

When role models are consistent, everyone gets the message, and they align towards that expectation even if it wasn’t a significant part of their values system before joining the company. That’s how culture gets reproduced, and how we assimilate new co-workers who don’t already possess our values.

People stop taking values seriously when the public rewards (and consequences) don’t match up. We can say that our culture requires treating each other with respect, but all too often, the openly rude high performer is privately disciplined, but keeps getting more and better projects. It doesn’t matter if you docked his bonus or yelled at him in private. When your team sees unkind people get ahead, they understand that the real culture is not one of kindness.

Culture eats strategy for breakfast, yet most organisations I’ve worked with and for don’t spend nearly enough time on it.

Culture is powerful. It makes teams highly functional and gives meaning to our work. It’s essential for organizational scale because culture enables people to make good decisions without a lot of oversight. But ironically, culture is particularly vulnerable when you are growing quickly. If newcomers get guidance from teammates and leaders who aren’t assimilated themselves, your company norms don’t have a chance to reproduce. If rewards like stretch projects and promotions are handed out through battlefield triage, there’s no consistency to your value system.

When you strip away everything else, all you’ve got are your principles and values. I think most organisations (and people) would do well to remember that.

Source: Jocelyn Goldfein (via Offscreen Magazine)

Anxiety is the price of convenience

Remote working, which I’ve done for over five years now, sounds awesome, doesn’t it? Open your laptop while still in bed, raid the biscuit barrel at every opportunity, spend more time with your family…

Don’t get me wrong, it is great and I don’t think I could ever go back to working full-time in an office. That being said, there’s a hidden side to remote working which no-one ever tells you about: anxiety.

Every interaction when you’re working remotely is an intentional act. You either have to schedule a meeting with someone, or ‘ping’ them to see if they’re available. You can’t see that they’re free, wander over to talk to them, or bump into them in the corridor, as you could if you were physically co-located.

When people don’t respond in a timely fashion, or within the time frame you were expecting, it’s unclear why that happened. This article picks up on that:

In recent decades, written communication has caught up—or at least come as close as it’s likely to get to mimicking the speed of regular conversation (until they implant thought-to-text microchips in our brains). It takes more than 200 milliseconds to compose a text, but it’s not called “instant” messaging for nothing: There is an understanding that any message you send can be replied to more or less immediately.

But there is also an understanding that you don’t have to reply to any message you receive immediately. As much as these communication tools are designed to be instant, they are also easily ignored. And ignore them we do. Texts go unanswered for hours or days, emails sit in inboxes for so long that “Sorry for the delayed response” has gone from earnest apology to punchline.

It’s not just work, either. Because we carry our smartphones with us everywhere, my wife expects almost an instantaneous response on even the most trivial matters. I’ve come back to my phone with a stream of ‘oi’ messages before…

It’s anxiety-inducing because written communication is now designed to mimic conversation—but only when it comes to timing. It allows for a fast back-and-forth dialogue, but without any of the additional context of body language, facial expression, and intonation. It’s harder, for example, to tell that someone found your word choice off-putting, and thus to correct it in real-time, or try to explain yourself better. When someone’s in front of you, “you do get to see the shadow of your words across someone else’s face,” [Sherry] Turkle says.

Lots to ponder here. A lot of it has to do with the culture of your organisation / family, at the end of the day.

Source: The Atlantic (via Hurry Slowly)

Culture eats strategy for breakfast

A collection of articles on organisational culture from the Harvard Business Review. I need to examine them in more depth, but the diagram above and paragraph below jumped out at me.

Whereas some cultures emphasize stability—prioritizing consistency, predictability, and maintenance of the status quo—others emphasize flexibility, adaptability, and receptiveness to change. Those that favor stability tend to follow rules, use control structures such as seniority-based staffing, reinforce hierarchy, and strive for efficiency. Those that favor flexibility tend to prioritize innovation, openness, diversity, and a longer-term orientation.

Source: Harvard Business Review