UKGC10 Session two: Socialising Internal Communications
The second session of the day was the one I was looking forward to the most, having discussed it ahead of the event with Kim Willis and Mark Watson.
Kim took the lead on facilitating, but as it turns out the discussion managed to veer though the full swathe of internal comms issues without the need for much facilitating at all. It seemed like we covered an awful lot in under an hour, and could have talked for at least another hour.
Almost everyone agreed social media could play a much bigger role in internal communications, but within the public sector at least there hasn’t been widespread adoption yet.
Someone described social networking as “what intranets are supposed to be” – enabling you to connect and collaborate with colleagues, share information and improve communication.
A social intranet enables the recording and sharing of organisational knowledge. But while knowledge management looks at how we manage our intellectual capital, we need also to look at how we record, share and pass on social capital too – that is, sharing that knowledge of people and processes that we all build up over time.
Shane Dillion said we rely too much on traditional, top-down methods of communication that no longer suit the way we work. To become more effective, everything we learn outside the organisation should be bought back in and shared.
By enabling colleagues to connect with one another, and by making working lives a little bit easier, good social intranets have a positive impact on employee engagement too.
Many cited middle management as a barrier to adoption of social media. In some ways this is understandable, as social internal comms reduces the middle managers role as a gatekeeper of information.
Our current organisational structures are built for command and control, not collaboration. So the success of internal social media depends on moving management towards a culture of co-creation.
The question of culture is a very important one. Technology cannot itself create a collaborative culture; if people aren’t talking to each other already, introducing social tools isn’t going to make them.
Other common barriers include silo culture and concerns around security, particularly in relation to things like Government Connect. Platforms like Yammer are incredibly simple to use, and have some great functionality, but sitting outside the firewall are considered too risky by many.
(As an aside, while I like Yammer, I find its default email setting – which emails for every notification – begins to grate remarkably quickly and is itself a barrier to adoption).
But as I blogged about recently, the business case for internal social media is strong and growing. Carl Haggerty gave an update on the Devon County Council social networking pilot he talked about at LocalGovCamp. They branded this ‘business networking’ to counter accusations of frivolity and timewasting. This succeeded in winning hearts and minds, and in evaluation recently he found it produced considerable (but non-cashable) savings.
So what do we do to hasten the adoption of social media inside the firewall?
- JFDI. The old adage that it’s easier to ask forgiveness than permission is true to some extent, but it isn’t that simple when it’s your job on the line. But start with a small, agile pilot that can be scaled up if successful. If it works, the organisation will buy into it. If it doesn’t, you won’t have lost much.
- If you want to promote new ways of working, switch the old ones off. Carl Haggerty said his team made a commitment to use their Business Networking tool for discussion rather than sending group emails. People like their tried and tested methods, so you need to provide incentives to change.
- Dave Briggs said change needs to be dramatic to work – new tools have to do the same thing at least nine times better to win people over.
- Get buy in from leadership, and encourage them to use social media internally to communicate, listen and lead.
- Don’t focus on the negatives. Yes, some people will misuse social tools, but most will not. Posts have real names on, so are self-policed.
- Don’t reinvent the wheel. Adapt your code of context to say how it applies in an online context rather than write a new code from scratch – that way you avoid protracted negotiations.
- Hug your CIO. Work with ICT to reach solutions to problems like security rather than focus on barriers.
- Demonstrate value. Budgets will be tight for many years to come, so we need to set out the business case for social tools, though improving flexibility, sharing knowledge, and improving productivity.
Internal social media sits at the intersection of culture change, innovation and knowledge management. It has the potential to deliver innovation and collaboration, but to do that we need to adapt to the cultural and technological barriers in our own organisations.
This was a vibrant and varied discussion, and we could all have talked for ages. Phil McAllister suggested an internal comms barcamp, which a few of us have begun to discuss in more detail. Watch this space.