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Malcolm explores why we can't trust people's opinions -- because we don't have the language to express our feelings. His examples include the story of New Coke and how Coke's market research misled them, and the development of Herman-Miller's Aeron chair, the best-selling chair in the history of office chairs, which succeeded in spite of research that suggested it would fail.
Author and New Yorker Magazine journalist Malcolm Gladwell's The Tipping Point: How Little Things Can Make a Big Difference, has been a tremendous bestseller for over three years and counting. His next compelling release, Blink, is expected in January of 2005. Malcolm has the uncanny ability to interpret research findings and tantalizing theories in sociology and other fields and apply them to business and organizational problems to generate value.
In The Tipping Point, Malcolm explains the dynamics of trends and helps organizations apply this knowledge to their own business strategies. He shows how ideas and trends start and spread and offers tools for igniting, steering and/or sustaining trends that matter, whether in business, society, politics, technology, or consumer behavior. He also helps organizations identify the types of people that are crucial to the trend process and deploy their talents strategically. The ideas in The Tipping Point have kept the book on various bestseller lists for three years, including over two years on the Business Week paperback bestseller list.
In his forthcoming book, Blink, Malcolm analyzes social intuition, or how we know what we know in social situations, and especially, how we read facial expressions. The muscles of the face and the emotions are linked in ways that are just now beginning to astonish researchers. Facial expressions, it turns out, may be as critical to communication as words. This presentation can enlighten anyone for whom human interaction deeply affects what they do. Blink will do for our knowledge of communication, both personal and corporate, what The Tipping Point has done for our understanding of trends.
SOCIAAL GEDRAG •
Inne ten Have
Yesterday I had a long chat with one of the humans at Microsoft, Marc Smith, who runs the Netscan project which provides analysis of Usenet. During our conversation he shared how they are using social network analysis to identify types of participants in threaded discussions.
One of these types is represented in these three graphs produced by Danyel Fisher, also of the Microsoft Research Community Technologies Group, is of Answer People.
Gepubliceerd op Many 2 Many
door Ross Mayfield
2005-01-27, door Inne ten Have
Remarks by Marc Smith, research sociologist, Microsoft Research
Group Dynamics in Social Cyberspaces
Silicon Valley Speaker Series
July 29, 2003
Welcome. If I may, I'd like to interrupt your conversation briefly and welcome you here to the Microsoft Silicon Valley campus. I'm Dan'l Lewin. I'm a Vice President of the company and sit here in Silicon Valley and oversee what we do in the Valley and also with the larger community on a global basis. I'm really pleased to welcome everyone here today to our Silicon Valley Speaker Series.
Before I get going, I always like to get a sense, because this is a -- roughly speaking -- monthly program that we've put together, and we invite a broad section of the community as well as our own campus here. And so, I would like to know who's been to one of these before, please? Great. And if I could ask how many people work for Microsoft? And so those of you who don't, that means more than half, which is great. It's a part of what we aim to do, to kind of reach out and provide a frame of reference for the kinds of things that we do as a company, so people can get some context on both what we're doing and how it may impact what you're doing, either in your life or in your work.
So with that, again I'd like to welcome you all here, and encourage you to both enjoy the program and to ask hard questions at the end or whenever Marc feels appropriate to invite you in, as I'm sure he will.
So with that, let me introduce Marc Smith, who has been at Microsoft for about five years or so in the Microsoft Research Community and Technologies Group. He's going to talk about the work and the research that's going on in his organization, and in particular, focus on social interactions and Internet users.
We have the good fortunate as a company to be investing a fair amount in research that hopefully he'll provide umbrella and context for what's going on in many facets of the industry these days.
Marc has been involved in this for a long time, in particular focused on the social organization and the community and online environment issues.
As point of background, he's been a lecturer and a teacher and does a lot of publications and research, as you might imagine. He's an active member of the sociological associations, including the American Sociological Association and Pacific Sociological Association. New to me, you can tell more about those when you come up here. And has an undergraduate degree from Drexel University and a masters from Cambridge University in England and a PhD in sociology from UCLA.
So please join me in welcoming and thanking Marc Smith... (Applause.)
Gevonden via Flickr
2005-01-27, door Inne ten Have
How Malcolm Gladwell connects psychology to everything
Is the Tipping Point Toast?
Don't get Duncan Watts started on the Hush Puppies. "Oh, God," he groans when the subject comes up. "Not them." The Hush Puppies in question are the ones that kick off The Tipping Point, Malcolm Gladwell's best-seller about how trends work. As Gladwell tells it, the fuzzy footwear was a dying brand by late 1994--until a few New York hipsters brought it back from the brink. Other fashionistas followed suit, whereupon the cool kids copied them, the less-cool kids copied them, and so on, until, voilà! Within two years, sales of Hush Puppies had exploded by a stunning 5,000%, without a penny spent on advertising. All because, as Gladwell puts it, a tiny number of superinfluential types ("Twenty? Fifty? One hundred--at the most?") began wearing the shoes.
GEEF ZELF COMMENTAAR OP DIT ARTIKEL
These tastemakers, Gladwell concluded, are the spark behind any successful trend. "What we are really saying," he writes, "is that in a given process or system, some people matter more than others." In modern marketing, this idea--that a tiny cadre of connected people triggers trends--is enormously seductive. It is the very premise of viral and word-of-mouth campaigns: Reach those rare, all-powerful folks, and you'll reach everyone else through them, basically for free. Loosely, this is referred to as the Influentials theory, and while it has been a marketing touchstone for 50 years, it has recently reentered the mainstream imagination via thousands of marketing studies and a host of best-selling books. In addition to The Tipping Point, there was The Influentials, by marketing gurus Ed Keller and Jon Berry, as well as the gospel according to PR firms such as Burson-Marsteller, which claims "E-Fluentials" can "make or break a brand." According to MarketingVOX, an online marketing news journal, more than $1 billion is spent a year on word-of-mouth campaigns targeting Influentials, an amount growing at 36% a year, faster than any other part of marketing and advertising. That's on top of billions more in PR and ads leveled at the cognoscenti.
Yet, if you believe Watts, all that money and effort is being wasted. Because according to him, Influentials have no such effect. Indeed, they have no special role in trends at all.
In the past few years, Watts--a network-theory scientist who recently took a sabbatical from Columbia University and is now working for Yahoo --has performed a series of controversial, barn-burning experiments challenging the whole Influentials thesis. He has analyzed email patterns and found that highly connected people are not, in fact, crucial social hubs. He has written computer models of rumor spreading and found that your average slob is just as likely as a well-connected person to start a huge new trend. And last year, Watts demonstrated that even the breakout success of a hot new pop band might be nearly random. Any attempt to engineer success through Influentials, he argues, is almost certainly doomed to failure.
"It just doesn't work," Watts says, when I meet him at his gray cubicle at Yahoo Research in midtown Manhattan, which is unadorned except for a whiteboard crammed with equations. "A rare bunch of cool people just don't have that power. And when you test the way marketers say the world works, it falls apart. There's no there there."
Gepubliceerd op The Fast Company
2008-01-28, door Inne ten Have