The Twitter Echo Chamber (Sort Of), and More – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
Here’s Why Twitter Isn’t the Echo Chamber You Think It Is – Questrom School of Business News
In new research recently published in MIS Quarterly, Northeastern Questrom’s Jesse Shore and Chrysanthos Dellarocas with Hong Kong University of Science and Technology’s Jiye Baek (Questrom, Ph.D. ’18) found that Twitter users tend to “post more moderate content” than the content to which they are exposed.
Shore explains that this finding stands in stark contrast to the theory that the platform “opens us up to a greater diversity of perspectives, nudges us to ever-more extreme positions,” and creates an echo chamber for opinions.
“I hope this study helps move the public conversation beyond the notion of echo chambers. In many ways Twitter users are the opposite of the way they are described in the press: they are exposed to diverse information, but post more moderately,” Shore says.
You can read more about the research here.
How ‘Credibility-Enhancing Displays’ Can Boost Sales and Drive People to Action – MIT Sloan Ideas Made to Matter
MIT Sloan Associate Professor of Management Science and Brain and Cognitive Sciences David Rand and Yale doctoral candidate Gordon Kraft-Todd pursued new research that suggests that businesses will inspire potential customers to engage their services if they “walk the walk” since “beliefs are spread more effectively by actions than by words because actions reveal information about the actor’s true beliefs.”
Kraft-Todd explains:
“This is true of solar panels, but it’s true of any campaign where the common denominator is some new or rare behavior. If practitioners organize a campaign around a novel technology or practice, then the first thing they should do is get spokespeople and advocates who themselves are adopters.”
You can read more from the full article here.
Dysfunctional Teams – Harvard Business Review
Harvard Business School Professor Amy Edmondson was a guest on a recent episode of HBR’s advice podcast “Dear HBR,” where she and co-hosts Alison Beard and Dan McGinn unpack listener questions about “what to do when your team isn’t communicating, doesn’t respect its leader, or has one employee who’s causing problems.”
When Professor Edmondson was studying medical errors as research for her new book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, she discovered that the better teams were “more able and willing to talk about the mistakes that occurred so that they could catch and prevent them from causing harm. People have to feel safe to bring their brains to work. And [that feeling of security] is not normal. Fear is really quite widespread.”
In the episode, Edmondson fields questions that touch on office dynamics between junior employees and senior management, sudden shifts in decision-making processes, as well as the surprising drawbacks of more transparent cultures.
You can listen to the entire HBR episode and read more about Professor Edmondson’s research here.
The Case for Business Curiosity from Harvard, and More – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
The Business Case for Curiosity – Harvard Business Review
Harvard Business School Professor of Business Administration and Behavioral Scientist Francesca Gino recently published an article in the Harvard Business Review in which she elaborated on the “benefits of and common barriers to curiosity in the workplace.”
Professor Gino points to research, which offers “three important insights about curiosity as it relates to business”
- Curiosity is essential to the performance of an enterprise, leading to “fewer decision-making errors, more innovation, reduced group conflict, and more-open communication and better team performance.”
- By “making small changes” to organization and management, leaders can do more to encourage their employees’ curiosity
- Leaders fear curiosity “will increase risk and inefficiency.”
To address these three insights, Professor Gino offered “five strategies that can help leaders get high returns on investments in employees’ curiosity and in their own”:
- Hire for curiosity.
- Model inquisitiveness.
- Emphasize learning goals.
- Let employees explore and broaden their interests.
- Have “Why?” “What if…?” and “How might we…?” days.
She concludes, “Maintaining a sense of wonder is crucial to creativity and innovation. The most effective leaders look for ways to nurture their employees’ curiosity to fuel learning and discovery.”
You can read more about the business curiosity research here.
Occasional Breaks Can Make Groups Smarter – Questrom School of Business News
BU Questrom’s Jesse Shore recently co-authored new PNAS research, which finds that scientists who integrate “short breaks into problem-solving sessions improves both the average performance of the group and increases the likelihood of getting the best solution.”
The study, which was co-authored by Harvard’s Ethan Bernstein and David Lazer, has “implications for the way we use always-on collaboration software, such as Slack and Google Docs.”
Shore explains, “In many of these [collaborative software tools], the goal seems to be to keep people constantly aware of what others are doing. But the reality is that if you’re getting an alert every time something happens and you’re not taking the time to work separately and have your own independent thoughts, it may hurt the group’s overall ability to solve complex problems.”
You can find the full article here.
Sound Advice: Marketing Students Help Sonos Better Understand Its Customers – Suffolk Experience
The Suffolk Experience recently highlighted Sawyer Business School marketing research collaboration with Sonos, a “go-to source for high-quality home sound systems” that just so happens to be within walking distance of campus.
To accommodate the prediction that over “50 percent of all searches worldwide will be done by voice within four years,” Sonos had thrown its hat in the voice-assistance ring with Apple’s HomePad, Amazon Echo, and Google Home. The company reached out to Sawyer to better understand how late millennial 18-to-24-year-old consumers interact with voice-assistant speakers.
Sonos Consumer Insights Manager Dennis Brosnan writes, “Sonos likes working with Sawyer Business School students because the analysis and recommendations they present are often different than the approach we would take.”
You can read more about the Sonos research here.
