The Role of Social Networks in the Rise of Christianity

Christianity after the death of Jesus was just a small movement under scrutiny and attack in the Roman Empire. Yet in less than 500 years it was their official religion. Devine intervention? Perhaps.

According to author Rodney Stark, in his 1997 book The Rise of Christianity, the faith spread not by formal means or force but in great measure through conversations that led to conversions.

Social forms around an object and for Christianity, the object was “hope” and the social agents spreading the message were women. But these were not desperate and destitute women, rather they were the wealthy women, those married into Roman aristocracy.

Women of means had the time and connections to commune and influence their fellow women and eventually their men participating in government affairs. Like most women of their time they were greatly impacted by paternal decisions related to child-birth, infanticide, and abortion. Furthermore, Christianity provided hope in times of trouble like when natural disasters struck – pagan gods had no answer. Christianity was a new message ALL Romans could connect with.

Women then were the key nodes in the network, they influenced the influencers and slowly the faith spread to ultimately integrate with all elements of Roman society.

What can we take away from this?

First, change doesn’t always come from the top and as the case maybe, sustainable change is bottom up driven. Additionally, community forms it is not created or built and it’s best supported from within. And finally, (most importantly) change – the kind of change that can influence the world for thousands of years begins in the same way that can transform an organization today… one conversation at a time.

To all my Christian friends, Happy Easter.

 

…But Some Managers Are More Equal Than Others

You may remember the famous line in George Orwell’s Animal Farm, “All animals are equal, but some are more equal than others“. The idea is that some roles in organizations are more important than others in operating the business (a farm in this case). Today, many organizational leaders often carry the same titles across the business, i.e Manager, Managing Director, Sr. Vice President of…, etc. (as that’s convenient) but truly they are not seen or treated as equals. A manager in an operations role, one close to the work being done, one where revenue is made or lost is considered far superior in the eyes of the C-Suite than a L&D manager. And they all know it too.

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The Best Example of “Micro-learning”: Us

The definition of this new, not new, over-hyped, trending idea is pretty vague. Plus I’m not a fan of yet another formal intervention commandeering the term “learning”. I get it, it’s easy. Yes, these things can lead to learning but in itself, it’s not. Learning is a verb, a process, not a tool or technology. Donald Taylor did well to pull together a definition in his latest post and referenced some of the others who had opinion such as Nick Shackleton-Jones and Donald Clark. I also recommend seeing what Gary Wise had to say.

Micro learning’ is learning from content accessed in short bursts, content which is relevant to the individual, and repeated over time to ensure retention.” – Donald Taylor

Content, short burst, relevant. I think he’s right, but these terms still leaves lots of wiggle room. And given I have the space to work with as do all the vendors, I contend that 10,000 years of evolution has really been defined by micro-learning and most specifically micro-learning in the form of conversation. Small “nuggets” in the form of quick quizzes, video vignettes, audio clips and demonstrations have value but rarely contain the trust, specific context, emotion and right size of information (knowledge and even wisdom) that are found in our interactions.

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Is Poor Organizational Culture a Symptom of Flawed Systems?

We can say organizations will change as Boomers leave and new technology and new generations enter but what really happens is the “next” marches in and picks up where the “last” left off. The technologies of change, like social tools, become manipulated by the current system to support the system not change it. Additionally, I chuckle about all the Millennial articles/posts on how they want things different, purpose over profit, tech savvy, blah, blah, blah. I’ve worked with plenty of folks in their 20’s and 30’s and like any generation, they enter the organization looking not to disrupt it but to serve it and collect a paycheck – quickly conforming to the system that is. Period.

I’m thinking all this talk of culture change (and I’ve done my share!) is really pointless until there is system change. The systems in play are the problem and shape the behaviors that drive the culture. Systems from recognition and rewards to HR being as a compliance machine, to L&D pumping out course after course. Each are all well entrenched and will remain there because they are the predominant systems of work.

These systems aren’t in play in small companies… yet. Start-ups begin with a passionate all hands on deck collective mentality. The founder eats lunch with her co-workers and loves to share stories of her upbringing until… until something clicks and the unconscious focus on humanity gives way to rigid systems of hierarchy, restrictive policy and a culture of conformity. This is inherited learned-helplessness of leadership. It’s the belief that they need these systems and their unconscious employment is unquestioned. It’s almost as if it’s in the business DNA like a time bomb, preset to detonate as the organization scales. HR is established primarily to protect the firm over finding the right talent. L&D is born because leaders, due to their own years of formal education, see all learning as formal; classrooms, courses, etc. even though people learned in and from their work and relationships. Marketing carves out and begins to chase what works vs. what’s right and customer conversations give way to click counts. It all better fits the system, it’s unquestioned.

We know that social activity forms around an object; a party, a hobby, an idea. Organizational culture is inherently social and similarly forms around an object; a system like hierarchy, processes and structures. Organizational culture is learned maybe much like we humans first learn to speak – through observation and reinforced/rewarded mimicry. However if the mouth isn’t structured correctly or the brain wired right for speech then speech will not happen or will be imperfect. So then if the systems in an organization are flawed, flawed behaviors develop and a flawed culture emerges?

To change our culture then systems must be changed not just behaviors within, as the system will always correct behaviors that deviate and bring them back to the norm (dominant culture). The one big thing that separates human beings from all other animals has been our ability to transcend our instincts, our internal systems. To better ourselves and our culture we regularly question ourselves, we challenge our suppositions, our processes, our internal structures and frankly organizations need to do this more if they are really desiring culture change.

Change the Default (Mind)Settings

I wondered aloud on Twitter last week about the supposed 80% fail rate of ESNs that many publications have reported in recent years. This thought was further spurred on by this CMS Wire article The Smoke and Mirrors of Enterprise Social Networking Metrics. Of course the word “fail” has a connotation that 1. NOBODY is using the platform and/or 2. an expectation (usually of the purse string holding executive) wasn’t met. I tend to think it’s the latter as the tech and maybe even your culture is just fine… your measurement may be wrong.

All enterprise social platforms come with a dashboard of metrics of their own definition. Engagement is typically the golden calf as adoption, measured in things like “likes”, “shares”, “posts”, etc all add up to success of the tool. But is it tool success that drove the desire to have a tool in the first place?? Add in whiz-bang features like badges (eh-hem, stickers) and maybe “sentiment” metrics (which something tells me can’t identify sarcasm) and VIOLA! you have even more to measure. They make it simple. But as we know simple isn’t easy and in this case it isn’t right either. Used in isolation and these metrics are the equivalent of what traditional training measures – butts in seats or “if you attended you must have learned.” A fallacy of course as all it means is one was present and the default metrics for ESN platform are similarly a false prophet.

Frankly, the only measure you can gain from the tool is about the tool. The measures that matter can’t be seen in an ESN dashboard and there are way too many other variables contributing to the outcomes that really matter in the workplace. Social interaction is a key piece however and if a platform is used by some to make them feel a part of something bigger, if it helps a handful of people find innovative solutions, and if it actually helps a team to get work done faster, easier and in the open – well that’s far from a failure.

A few thoughts to help you shift away from the lure of the default settings:

First, an ESN platform certainly helps extend and expand social interaction, but it should never be the measure of “social success”! Second, social is bigger than your business, and it carves it’s own path. If you attempt to channel conversations in the direction of business only, you are in essence sucking the soul out because all conversations in business are the conversations of business. Accept that social is important but it’s not going to be all shop talk and if it were forced to be, the relationships (so critical to organizational health) would disappear… looking much like an ESN failure.

The real failure we hear of is certainly not the technology, it’s also not that your culture isn’t collaborative either. Rather, it’s a failure in expectation and in effectively communicating what social is really about. It’s a failure in not having (or not having the ability to have) the necessary, deeper conversation with leaders that (sorry) aren’t as black and white, and easy as all those default dashboard metrics tout.