innovation

The Key to Shifting Cultures

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The rapid pace of innovation and disruption means the average lifespan of organisations listed on the S&P has shortened from 60 years in the 1950s to just 18 years today. A significant shrink. As a result, many organisations face a regular battle to reinvent themselves, as well as shift their cultures to match the new reality.

We have recently explored this challenge with our Future of Work Research Consortium members in order to identify the enablers that can help organisations seeking to shift their cultures. Our research indicates that enabling workplace culture shift requires first and foremost an understanding and altering of micro-behaviours, specifically, negative types of micro-behaviours. Such micro-behaviours are thoughtless, unfair, often unintentional, and in dissonance with the environment organisations are looking to create. The collective practice of negative micro-behaviours can lead to the formation of toxic cultures.

How can organisations change negative micro-behaviours? Our research has revealed the effectiveness of nudging. Nudge theory is a concept in behavioural science where positive reinforcements and indirect suggestions influence the motives, incentives and decision making of groups and individuals. We’ve recently collaborated with Lisa Shu, Professor of Behavioural Economics at London Business School, whose research on nudge theory has shown that whether they intentionally chose this role or not, organisations are inadvertent architects of the decision-making of their employees, customers, and shareholders. However, whilst effective nudges do change the choice environment, the beauty is that they do not require a huge organisational change or intervention. For example, if an organisation were to be fostering a culture of sustainability, the company could put up a display showing the daily energy consumption at the workplace. This gentle nudge has shown to reduce energy consumption in workplaces, helping the development of a sustainable culture.

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Another effective way to change negative micro-behaviours is through ‘change agents’, that is, those influencers within your organisation who can, because of their ‘knowledge, skills and position in the company network, and not their formal hierarchical power, shape the views of multiple colleagues’[1]. What we’re finding is that the behaviours of influencers have increasingly significant effect on the company population as a whole. Typically, due to more trust in influencers as relatable role models, employees are more likely to adopt the behaviours, values and attitudes practiced by these colleagues.

With many organisations facing the need to reinvent their culture, our advice to you is to think twice about implementing large-scale strategic programmes or initiatives. Instead look to the people within your organisation, and leverage their collective power through nudging and change agents to effect change.

Want to learn more about nudging and change agents? Reach out to me at harriet@hotspotsmovement.com and I’ll be happy to talk you through our research.

[1] Shu, L. Gino, F. Bazerman, M H., (2011) Ethical Discrepancy: Changing Our Attitudes to Resolve Moral Dissonance, Behavioral Business Ethics: Ideas on an Emerging Field. Taylor and Francis Publishing

 

You are going to change!

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According to Harvard Psychologist, Dan Gilbert, ‘all of us are walking around with an illusion, an illusion that we have just recently become the people that we were always meant to be and will be for the rest of our lives. However, time is a powerful force. It transforms our preferences. It reshapes our values. It alters our identities. We seem to appreciate this fact, but only in retrospect. Only when we look backwards do we realise how much change happens in a decade.’[i] Our research at the Future of Work (FoW) Research Consortium is indicating that this notion of transformations is becoming increasingly tangible and pronounced for three reasons: longer working lives, greater reflexivity and new social norms.

Longer working lives: More years have been added to life expectancy in the last century than in all previous millennia of mankind. A longer life means a longer working life, with some predicting that we will be working until we are 80. In this context, a longer working life provides more productive hours, presents more opportunities to be grasped and more identities to be explored. Simply put, longer working lives present an increasing range of possible ways of living.

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Greater reflexivity: We are seeing an increasing disintegration of societal traditions enabling us greater freedom to think about and construct who we want to be. According to sociologist Ulrich Beck, we now live in a ‘risk society’ where tradition has less influence and people have more choice.

New social norms: An increased acceptance of homosexuality is perhaps the best example of new social norms forming. For example, whilst 70% of people believed gay marriage was wrong in 1973 this figure went down to almost 40% by 2010. In contrast, the percentage of people who thought that there was nothing wrong with gay marriage increased from just 10% in 1973 to over 40% in 2010.[ii]

Indeed, the rise in individualisation and its resulting impact on social norms explains why people are increasingly comfortable in both expressing and accepting a wider range of identities. What all this means is that each person at a given point in time has a spectrum of many possible selves. These possible selves are future articulations of who they might be and what they might do. They represent an ideal of what they might become, what they would like to become or what they are afraid of becoming.

What are your possible future selves?

 Sources

[i] Retrieved from https://www.ted.com/talks/dan_gilbert_you_are_always_changing

[ii] Retrieved from https://www.theatlantic.com/business/archive/2013/04/the-rise-of-gay-marriage-and-the- decline-of-straight-marriage-wheres-the-link/274665/

[iii] Ibarra, H. (2004). Working identity: Unconventional strategies for reinventing your career. Harvard Business Press

 

A Year at Hot Spots Movement

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Last month marked my first year of working at Hot Spots Movement and it’s been a fruitful year of learning where I have kick-started a career in Community Management and met some fascinating people.  I’ve grown to be immensely proud to work here and this anniversary is a great cause to look back at the past 12 months and share what I’ve learnt throughout our Future of Work Themes and showcase how our research is implemented into our own employee experience.

Shifting Identities

Within weeks of joining the company it was time for The Future of Work’s second Masterclass of the year, Shifting Identities. I had jumped into the deep end of the investigation into what  organisations need to do differently to exuberate their diversity  efforts and for me personally identifying as a multi-cultural person and having just left a property company (currently quite a non-diverse industry!), I felt an instant connection and sense of belonging. Throughout the theme, we explored the need to rethink and engage the multiple identities of employees over time, such as dual-career couples, parents and older workers. As the months went on and we taught and consulted companies on how to move the needle in these key areas of inclusion and diversity, I soon witnessed the same practices being applied here and discovered how we foster our own constantly shifting identities – and there are many! We have a new mother, a new husband, a new charity owner, new homeowners, new graduates, multiple nationalities and several partners in ‘dual career’ relationships. Its been a fulfilling experience learning what all these identities and life experiences mean for our flexible ways of working and communicating and seeing how we incorporate numerous qualities such as trust and respect.

Intangible Assets

Our next theme, which we shared at our October 2017 Masterclass, was about what organisations need to do in order to be aware of whether their employees are building or depleting their productivity, vitality and ability to transform. Companies investing in their employees’ Intangible Assets was something which seemed logical to me – who wouldn’t think about their staff’s well-being?! I soon uncovered the impact that learning, vitality and the ability to transform has on employees engagement, creativity and pride in a company – not just their overall happiness at work. There is an abundance of research showing that Intangible Assets are crucial in enabling employees to thrive in the future and so it was great to see them reinforced into our work at Hot Spots Movement. For example, vitality and the notion of work life balance is extremely important here – several of our colleagues go to the gym or yoga classes together within working hours and we all get involved with the many aspects of the business, allowing us to constantly learn and be creative. Many of us have also changed and developed our roles in the last 12 months – including me! I’ve recently joined the Marketing and Comms function and am really enjoying embracing it as a new facet to Community Management.

Shifting Cultures

The third and final theme of my first 12 months was Shifting Cultures, which we explored at the beginning of this year and at our February Masterclass. With many organisations implementing and feeling the pressure of facilitating complex changes in their company cultures, we explored what it takes to enact such changes and, specifically, how, by whom, and what barriers exist. I was welcomed with open arms into a culture where our values, beliefs, attitudes and behaviours are all aligned, creating an ethos which is collaborative, innovative and fun! We play games, have competitions, socialise and even little things like swapping seats every few months really keeps energy and interaction levels high. As a team, we have taken the time to get to know each other making us more supportive and stronger advocates of group work. We share projects allowing for ongoing challenges and creativity and we operate in a fast-paced, vibrant environment where we are all connected to our company’s purpose. We are also based in Somerset House – a renowned creative hub on the Thames, bringing a real sense of community to work.

I have had an inspiring first year at Hot Spots Movement and am very much looking forward to the next one where we will be exploring Agile People Strategies and The Future of High Performance, having just finished our immediate previous theme on Narratives on The Future of Work at our June Masterclass.

Get in touch with us now to find out how you can incorporate our research into engaging your employees!

melissa@hotspotsmovement.co

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How to Rethink Time

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by Anna Gurun, Research Manager.

How many times have you wished that there were more hours in the day? At our recent Masterclass, we explored how organisations can work with their employees to build a narrative on the future of work, and discussions on time as a resource particularly resonated with our members.  Time is both a construct that contextualises our lives, and a resource that impacts the decisions we make for how to spend or save it, and therefore our happiness and well-being. So how can organisations rethink time to help improve the happiness and productivity of their employees? Here are two questions that will help you think about this in the context of your company:

  1. Do we really know how we spend our time?

For many professionals working in high-pressure jobs, time is status. The busier you are the more important you are. In fact, people often overestimate the number of hours they work, remembering their busiest week as typical. One study found that people estimating 75 plus hour work weeks were off, on average, by about 25 hours.[1] To enable people to accurately assess how they are investing their time, organisations can consider new tools such as time-tracking apps that run in the background of computer operating systems. This replaces perceptions with data and could enable people to cut out activities that are taking time but adding little value. Better still, assessing an organisation’s culture to ensure that presenteeism is not an indicator of status will help people make effective decisions about when to work and for how long. This starts with leaders and line managers role modelling healthy work hours.

  1. Are we balancing our time horizons?

In addition to misunderstanding how we spend our time, we also make rigid divisions between the present/short-term and the future/long-term, with significant implications for decision making.  A focus on the short-term can be constricting, with employees much less likely to invest in activities with delayed payoffs, such as learning. When people think short-term, they tend to view time as a scare resource and are more likely to make trade-offs, thinking about whether they should do something. Viewing the future as abstract, they put off decisions that could be beneficial in the longer term, like saving or learning. This is a problem for organisations, particularly those going through change and therefore requiring people to learn new skills and adapt behaviours. Research from the University of Stanford proposes that organisations take an elevated view of time.[2] This involves viewing all units of time as equal. In this mosaic view of time, a day is like any other day, not more important because of its proximity to your present. This zoomed out perspective forces people to consider now and later, making the future less abstract and pulling potential opportunities into the present. [3]

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Time is a key organisational resource, and to support employees in investing in their future learning and saving, companies must rethink time, starting with taking an elevated view.

Perhaps begin by asking yourself the questions above: ‘How accurately do I understand how I use my time? And, what is my default time orientation – short term or longer term?’ Then consider this in the context of your team. It may be the key to freeing up the most precious resource we have as individuals and organisations.

For more information contact anna@hotspotsmovement.com

[1] Yanofsky, D. (Oct 18, 2012), ‘Study: People claiming to work more than 70 hours a Week are totally lying, probably’, The Atlantic

[2] Mogilner, C. Hershfiel, H.E and Aaker, J. (2018) ‘Rethinking Time – Implications for well-being’ Consumer Pscyhology Review 1-41, 53

[3] Ibid

Transcending our echo-chambers: the importance of diversity of thought

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Marvin Headshot.pngHere at Hot Spots Movement we pride ourselves on our multidisciplinary approach to research on the Future of Work. It is something that goes right to the heart of our intellectual ethos and lays the foundation for much of our research. From Aristotle to Aldous Huxley, or from Sociology to Semiotics, we passionately believe that the best and most innovative work is one whereby an eclectic array of views, ideas and opinions are incorporated into the body of knowledge. Seemingly, the days of the maverick lone wolf (think Tesla, Darwin or Einstein) are over. This is not, however, to suggest that creative individuals don’t matter, but ‘rather that we become more innovative when we remain open to as many arguments, philosophies, conversations and rival ideas as possible’[i].

Take, for example, the research conducted by Stefan Wuchty, Benjamin Jones and Brian Uzzi. This multidisciplinary team of researchers used big data to learn what distinguished ideas that had an impact from those that did not. After sifting through twenty million academic articles and two million patents cited over the past fifty years, ‘they discovered that the most innovative and impactful ideas were much more likely to come from cross-enterprise collaborations rather than from teams from the same university, lab or research centre’[ii].

However, despite this, many organisations still tend to build networks which only reinforce the existing ideas underpinning their current organisational architecture. Such a tendency can partly be explained by ‘selective exposure theory’ which is based on the notion that people have a predisposition to engage with information that reaffirms our existing viewpoints. Quite simply, this is because the brain favours familiarity and people therefore do not respond well to opinions that don’t align with their own.

To this end, transcending our echo chambers and incorporating diversity of thought into the organisational framework requires us to go against our instinctual need to create networks that reinforce our pre-existing views. However, one innovative initiative that can help build more diverse networks into the workplace is that of co-working spaces. ‘Co-working spaces bring together diverse groups of freelancers, remote workers and other independent professionals in a shared, communal setting’[iii]; thereby organically create a milieu in which people from wide ranging industries and professions can assemble and share their diverse knowledge and expertise. Such an environment cultivates not only a hybridity of perspectives but also innovation.

However, if completely redesigning the office space is unfeasible, then homogeneous logic and ideas can also be overcome through mechanisms such as crowdsourcing platforms or sponsored lunches with rival competitors.

Fundamentally though, irrespective of what mechanisms are implemented, incorporating diversity of thought into your organisational framework is contingent on being open minded and expressing alacrity to viewpoints and perspectives which in the past may have seemed fatuous or superfluous. The era in which we live is characterized by unprecedented and nebulous change. This generates many exciting opportunities, but such opportunities can arguably only be fully realised if organisations are willing to absorb the information and ideas which exist in sometimes unfamiliar domains.

[i] Burkeman, O. (2010) Steven Johnson: ‘Eureka moments are very, very rare’, (The Guardian)

[ii] HotSpots Movement (2015) The Collaboration Imperative Report

[iii] Bound, A. (2018) Demand for Co-working spaces expands beyond London (Financial Times)

 

Creativity in the Digital Age – Focus on your inner Messi not your inner Siri

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Do you think you could beat a robot at football? The answer, for most of us, is yes. Ok, so how about at a game of Chess? The answer this time is most likely no (unless you’ve whacked the difficulty levels right down).

These were topics discussed in a recent article by Matthew Syed (a sports journalist, of whom I’m a massive fan). Syed assesses why robots, which can now comfortably beat even the most talented humans at games such as chess, Go and Shogi, are still unable to get close to an average human, let alone your Messi’s or Rooney’s, in creative sports such as football.

A surprisingly simple explanation for why this is the case is that hundreds of thousands of years of human evolution and natural selection has honed our skills, such as creative problem solving, hand and eye coordination and motor intelligence, that favour high performance in sports. On the other hand, skills such as logic and calculation are relatively recent human skills that we have yet to perfect. As a result, sports that require motor skills and creativity come much more naturally to us then games where our mental capacity and logic is key.

And this got me thinking. Why, in a world of rapid digital automation and the potential loss of jobs resulting from this, are we trying to cling on to roles and tasks that a machine can do infinitely better than we can? Particularly, given this is often at the expense of those tasks that play to our uniquely human strengths, having been honed by a necessity to creatively adapt in order to survive.

Robots Football

Now obviously, not all of us can be a Messi or a Rooney, but in our normal roles, we have ample opportunity to focus on the creative and non-routine tasks that machines simply cannot do. The World Economic Forum predicts skills such as emotional intelligence and the ability to teach others, as well as cognitive skills such as creativity will be in higher demand across all industries over the next five years, so crucial will these skills be to our future.

This is something that both employers and employees alike need to be thinking about. It is crucial that we create jobs where automation complements and augments what we do and allows our workforce to be more productive than ever before. For example, we spend hours filling out expense forms or time sheets, when instead we could be designing products or selling to potential clients, tasks that can’t be done by machines.

As employers, it is your job to educate your people around this. How will their jobs change in the future and what training will you need to provide them with to be capable of filling those roles? An additional, and often overlooked, element of this is rewarding innovation and creativity. We must demonstrate that these uniquely human assets are key for the future. Here at Hot Spots Movement, we work with numerous companies who are looking at incorporating creative, collaborative and innovative metrics into their KPIs, in order to create a culture that promotes these uniquely human skills and encourages their employees to hone their relevant abilities.

Likewise, as employees it’s important we are embracing the learning opportunities and preparing ourselves for future roles as creative, caring or non-routine workers. In addition to this, as we see the roles of paralegals, book keepers and many others change, we must adapt accordingly and develop our creative, problem solving and innovative abilities in order to ensure we remain employable in the future.

Finally, as parents (a role that many millennials and Gen-Yers will take on over the next few years) we have a responsibility to understand what the future of work looks like and use this to help guide our children on skills that will be crucial in this new world of work. For example, being able to crunch numbers rapidly or proof-read vast swathes of texts will no longer be vital skills that make you employable, AI and robots can do this better than we ever can. However, skills such as problem solving, innovation, creativity and personal skills will be the desired assets of the future.

So, let’s not see AI as something to be feared and resisted. Instead, lets make sure that we allow Siri to unleash our inner Messi’s.

If you’d like to find out more about how we can help you and your employees prepare for the Future of Work then just drop me an email at john@hotspotsmovement.com

Could unlocking your unconscious mind be the key to effective decision-making?

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melissa-forbesA fascinating interest of mine is the human consciousness. I could forever learn about how each of our brains, 1 kilogram of hard matter, conjures up an infinite kaleidoscope of thoughts, feelings, memories and emotions, which make us ‘conscious’. This conscious awareness has long been assumed to govern how we make the approximately 35,000 decisions required of us each a day – from what time to get out of bed to what to eat for dinner. However, increasingly, there is evidence to suggest that many of the decisions we make are determined not by our conscious thought, but instead by our unconscious thoughts. This theory is a relatively new one, titled the Unconscious Thought Theory or UTT, (Dijksterhuis and Nordgren, 2006).

We all have an ‘unconscious’. It is where the bulk of our mind’s processing takes place, attributing to our beliefs and behaviours. Our unconscious mind’s main purpose is to prevent mental overload by efficiently informing our decisions based on quick reference to past events and experiences. However, research has begun to suggest that our unconscious may go beyond informing decisions, and actually be making our decisions for us. In one study by Soon et al (2008), it was concluded that our brains make decisions up to ten seconds before we realise it. So much so, that researchers could predict what decisions participants would make before they were even aware of having made a decision.

This can be both positive and negative. As anyone who has come across the literature or training on unconscious bias will know, it can result in us making snap judgments that reflect stereotypes and bias.

However, it seems it can also be positive. For example, whilst theorising UTT, Dijksterhuis and Nordgren found that when participants faced a complex task, the group which had more time to deliberate but were distracted (and therefore not consciously thinking about the task), had better and faster solutions. This is particularly interesting for us at Hot Spots Movement, when we consider how we perceive complex tasks and decisions, particularly at work, and how we might tackle them in the best way.

So, how can we tap into our unconscious to help deliver better and faster decisions?

Firstly, we could all benefit from a good night’s sleep. I’ve found this is the most accessible as our unconscious mind does not rest at night, instead it is busy making sense of the day’s events. It’s a common feeling to wake up from sleep and feel like a brand-new person, with your troubles not seeming as big as they did the night before. A tip for being in touch with your unconscious insights would be to write down your initial solutions to a problem first thing in the morning, before your conscious mind takes hold again.

Another way is through meditation or yoga, which are both fast-becoming forms of ‘fashionable’ exercise but actually benefit you by initiating deep insight, calmness and reflections. They work by allowing you to think beyond your conscious distractions to really consider who you are and the choices you make and if they resonate with your being.pexels-photo-588561

Lastly, you can channel unconscious thoughts by putting yourself in situations where you can repeatedly act spontaneously, for example, during Improv classes – Improv is a form of unscripted theatre, where actors make up the story in the moment. Improv is a great way of channelling your unbiased thoughts and feelings – the idea is that you are in a safe environment and able to give entirely impulsive responses to a friend’s own, impulsive response. These reactions have not had time to be considered or filtered by your conscious so, over time, you can inadvertently learn about your instincts and how to involve your unconscious mind in your decisions. Several of my colleagues here at Hot Spots Movement practice Improv for the very same reason – to be more in touch with their unconscious mind. It has proven very beneficial for many reasons – so much so that here at Hot Spots Movement, we have started incorporating Improv exercises into our workshops with clients to enhance collaboration and trust amongst employees.

So, next time you’re struggling to think of a new approach to a difficult problem, perhaps consider engaging your unconscious mind. Take a moment for meditation, distract yourself with another seemingly unrelated task, or perhaps even sleep on it. It could be that your unconscious mind already knows the answer.

If you’d like to find out more about how you can use Improv to enhance collaboration and trust amongst employees within your organisations then please do get in touch on Melissa@hotspotsmovement.com