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On Saturday, Umair Haque published the ‘Sun Tzu’ rules for the networked world.  It is an important list.  I am sure people who need to defend themselves against networked attacks will study the rules closely.

I wondered, if the rules could also tell us something about social media strategy in non-crisis situations.

So I’ve re-written the rules for normal engagement.

What do you think?

The rules are in very straightforward language – I hope. I say this to alert you that in each rule is a critical point that must not be lost. In the first, for example, the issue is speed. If you can reach every one faster by sending out runners, then do that. Don’t use social media for the sake of seeming modern!

Sun Tzu rules for the networked world

1  Who and where are our fans? How quickly can we reach our most remote “fan”? Could we reach them faster through Facebook, Twitter or any other social media channel?

2  What is the smallest chunk of information that makes sense? Can we break up our information into sensible small chunks preferably less 140 characters of a text message?

3  How can we send one message about what is happening and why it is important to the fans?

4  How can we break up our communication into cells so that if anyone part goes down, other parts are unaffected?

(Test: is there any one break that would crash the whole communication system?)

5  Can our fans quickly access resources and tools for them to respond to any meaningful scenario without referring back to us?

6  How do we monitor trending topics and join in relevant conversations?

7  What do we think are the appropriate ways for us to behave online and do we explain to our fans why we choose to behave as we do?

8  How do we help off-line groups and what resources do give them to help them organize themselves?

9  How do our fans remix our resources creatively and which formats help them do this?

10  What confuses our fans and where does confusing information emanate from? How can we counter the confusion at the source?

My first test of the Sun Tzu rules for the networked world

My first attempt to use the rules tells me that startups feel stressed on the first point. Startups understand too well the gap between their actual customers and the customers they desire.

The solution I will try is to help them draw their graph. I am going to write out a scenario for them (write out not just imagine) describing an existing customer or prospect.

  • How does the startup contact the startup and how does the customer or prospect talk to other people?
  • How does the customer or prospect reply to the startup?
  • Should someone hear a good word through word-of-mouth, how would a new prospect ask existing customers about the startup?
  • And what would they approach the startup about?

I will keep it concrete to avoid panic.  Write, write, write will be my plan because activity relieves anxiety.

Any comment about the rewrite?

Have you been able to use the list?  I’d be be interested in your experience.

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Do we really achieve more when we hope?

Alex from alwaysnewmistakes asks whether hope is responsible to achieving more than we think we are able.

3 perspectives on hope from 3 gurus

I think of three gurus.

Sun Tzu

I think of Sun Tzu, the famous Chinese General (Sun Zi if you are used to modern Mandarin).

He counsels us that battles are fought or won before they are started. He advises to pick our battles wisely and to only engage if the probabilities are with us.

To fight in the “hope” of winning is to court disappointment.

David Whyte

I think of David Whyte and his story of coming across a frayed rope bridge across a canyon in Tibet and freezing in terror.

I am not sure if he ever used the bridge. The point is that

  • often we are not happy with where we are
  • we are reasonably clear where we want to be (over the other side),
  • and we look at the gap between where we are and where we want to be, and our stomach lurches. In terror not hope.

The contribution of positive psychology and positive organizational scholarship is how to move forward when we feel the absence of hope – or when we feel puke-making terror.

The trick is to “Start close in, not with the second step or the third, but with the first thing”.

Starting with the ground beneath our feet is also called recrafting, appreciative inquiry, and building the bridge as you walk on it.

Our ability to stomach, rather literally, the original fear and to look at what you can do rather than at what you cannot do, is key.

Would I call it hope? Building hope, I think.

In my last post, I suggested ways of structuring to contain the terror of people around you.

Sometimes we have to start with ourselves. We can’t think let alone lead when we are paralysed with fear.

And if this sounds excessive, it is not. Even when we write a paper at uni, when we give your first lecture after the summer break, we can  freeze in fear.

We could also be facing a cashflow crisis, or the loss of your biggest customer through no fault of your own, etc. etc.

Things happen, to real people, and real people contain the fear and start “close in”.

With immense self-discipline, because they are fortunate to understand the mechanisms of hope, and that hope is grounded in what we can do.

Complex systems

The third guru, or set of gurus, are the people who work on generative psychologies.

Some of this work is very technical stuff on how we can produce more together than when we work alone.

Great advances hardly ever come from having the right answers up front. Great advances usually come from having enormous faith in the system.

Birds seem to fly in a flock by following each other and taking care not collide.  From those simple actions we get a flock.

leadership is when we pose a question (much as Alex has done for me here) and through engagement with the question and each other, we draw out answers we couldn’t have imagined. It can be done alone ,but we do so much together.   Alex’s point about synergy.

Great leaders

  • have a sense of what is possible (get across the canyon)
  • they contain their own terror
  • start working to establish the next step, usually on the basis of what we have in hand and what we are good at doing
  • and then they work with the group to work out what to do next.

 

  • Their belief in the ‘followers’ and customers and employees in business, must be massive. They must believe that the solution will emerge from the interaction.
  • must believe in the quality of people around them.

So is hope essential?

But it is not ungrounded.

  • It is so grounded that we can build the bridge forward.
  • It is so grounded, it is credible and infectious.
  • It is so grounded, we learn as we go with others with us on our journey.

Thanks, Alex


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