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Media Psychology

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Media Psychology

Monthly Archives: November 2020

How the pandemic is preparing us to work from anywhere

30 Monday Nov 2020

Posted by Donna L. Roberts, PhD in Psychology

≈ Comments Off on How the pandemic is preparing us to work from anywhere

If we don’t always need offices to do our jobs, when do we need them? And how will the pandemic change the way we use them?

Jennifer Magnolfi Astill specializes in the strategic development of high-tech future work environments. Here’s how she believes the pandemic could shape where and how we work in the years ahead.

Source: How the pandemic is preparing us to work from anywhere

By Drew Pearce

After seven months away from the office, the way you used to work might feel like a distant memory. With the flexibility to start the day earlier, end the day later, and find uninterrupted hours of focus, you might be getting even more done at home than you did in the office.

For some, that’s less about unstructured time, and more about the comforts of home—especially when home feels like a calm oasis where it’s easy to get in a creative flow. In a new survey by the Economist Intelligence Unit, the majority of workers reported feeling more focused at home than at the office. 42% are spending more time on deep focused work, and just 22% are spending less.

For others, like working parents, WFH can be a hurricane of chaos with endless emails, Slack chats, and Zoom meetings interrupted by remote learning sessions and family chores.

Now we’re learning more about why the same work environment doesn’t work for everyone.

Architects and ergonomics experts spent years perfecting office workspaces with the goal of making us comfortable so we could be more productive. That led to the open office becoming the consensus design. But the new EIU survey also shows that the face-to-face interruptions common in open offices were the biggest source of distraction for most workers.

Now there’s the new question of whether open office environments will even be viable in the age of COVID-19. The pandemic not only made safety the new top priority, it expanded our idea of what a “workspace” can actually be. It revealed how we’d been stuck in an outdated paradigm.

The shift to distributed work has proven work can happen almost anywhere. And when we’re no longer forced to be isolated, companies will have more flexibility to choose between the “hybrid model” and Virtual First. The question is: If we don’t always need offices to do our jobs, when do we need them? How will the pandemic change the way we use them?

The pandemic not only made safety the new top priority, it expanded our idea of what a “workspace” can actually be.

Jennifer Magnolfi Astill is the founder of Programmable Habitats, a consultancy that specializes in the strategic development of high-tech future work environments. She’s advised companies such as Alphabet/Google, Microsoft, Herman Miller, and BBC on headquarter workspace initiatives. With the future of offices still uncertain, we wanted to get her perspective on how the pandemic could shape where and how we work in the years ahead. The following is a conversation that took place over email.

How do you envision workspaces changing in the next 5-10 years? 

MAGNOLFI ASTILL: The innovations that catalyze structural shifts in the world of work, particularly in the field of technology workspaces, often become manifest in physical environments a few years after their adoption by end users.

For example, at a large scale, building infrastructure systems for new technologies might require upgrades planned across several business cycles. Or, closer to the end user, workers might default to tablets or wireless laptops as their primary work tool and might see their desks give way to unassigned seating well before workstations are upgraded to have USB instead of Ethernet ports.

It is safe to predict that changes in the workspace in the next 5-10 years will inevitably be influenced by our work experience during the Coronavirus pandemic. This will impact the entire ecosystem of stakeholders, from landlords to occupants.

In the near term, new considerations such as staggered days in the office, social distancing and new hygiene measures, modified design and circulation patterns, increased use of video and remote collaboration software and many other new factors will continue to inform our work experience.

The pandemic is akin to a spike in the work evolution curve. It has accelerated the widespread adoption of the prior shift—mobility—to areas of the workforce traditionally more reticent to it. It has also revealed a broader undercurrent, namely our reliance on machine assistance for complex decision making and analysis, which are increasingly more common scenarios across all areas of business.

It is reasonable to assume that the pandemic will inform both policy as well as design modifications in most work environments. In the absence of a reliable and widespread vaccine, however, organizations will be required to maximize their capacity for adaptation so this will take different forms depending on the organization. I don’t really see a one size fits all solution. Having said this, the generalizable factor that the pandemic revealed is the increasingly dominant role that machine intelligence has for business and competitiveness.

“The pandemic is akin to a spike in the work evolution curve. It has accelerated the widespread adoption of the prior shift—mobility—to areas of the workforce traditionally more reticent to it.”

An example that comes to mind in terms of recent use of ML/AI in relation to the workspace is IBM’s Watson Works, a system that uses AI to both support decision making at the level of workspace portfolio to facilitate re-entry into the office, as well as an employee app to connect the individual end-user with both policy decisions and information about a specific workspace. The system thus allows a centralized “hub” view of integrated workforce/workspace insights on one end, and it is an individual portal for the end-user for things like reserving a desk or meeting space, logging health status for accessing the workspace, reviewing new space plans and layouts, policies etc.

Effectively, the modeling allows for visibility into a range of activities in the workplace which would otherwise be very difficult to assess or manage remotely, particularly for large real estate/workspace portfolios—things like making decisions on re-entry into the workspace based on real-time data on employees’ health or location safety, visibility into the occupancy rates and utilization patterns or social distancing of different workspaces, and eventually facilitating contact tracing in case of need. This is an example of a curated system that helps interpret and derive insights from data provided by a workforce network to inform decisions about workspace strategy to support that same network.

In a recent interview, you noted that the people developing workspaces in 2008 weren’t thinking about creating innovation, they were responding to an unmet need. What are the unmet needs that have become clear during this crisis, particularly during the shift to work? 

Broadly speaking, I would group the unmet needs unveiled by the pandemic in three categories: digital space unmet needs, physical space unmet needs, and work culture unmet needs.

To start with, there has been a change in mindset when it comes to the mobility of work. From the organization’s perspective, most know they can be productive but few had prior experience in managing a distributed workforce as a community. Transforming a network of remote colleagues into a cohesive community of work is the domain of community managers, a function that was mostly absorbed by HR departments, but that emerged as a distinct job to be done during the pandemic.

Secondly, the pandemic clarified that certain functions are optimized by interaction in the real world—in proximity with each other and in real time. Decision making, course of action selection, and learning in teams are functions that are optimized in space, particularly when it comes to work contexts that require the integration or manipulation of data or the interaction with machine work—be it robotics or data analytics. The third has to do with culture and work anthropology, particularly in the context of socialization with colleagues as an important aspect of professional life and the on-boarding of new employees.

While the first can look to some established precedent for inspiration, and therefore a new function can emerge to meet that need, the other two will require innovation and new design, insofar as the basis for performance in both has traditionally been afforded by access to shared physical spaces.

What’s been the most surprising development you’ve observed in the past few months as workers and companies have made the shift to remote work? 

I’d say many things have surprised me, but one stands out. The chaos that many have experienced from merging their entire life with their work “space” has in many cases been liberating—causing what we might call an “extreme humanizing” of work relations.

Prior to the pandemic, even the most informal and friendly work cultures, such as tech or startups, drew a fine line between personal/family life and work/office life, particularly in more experienced, higher-ranking workers. In ordinary times, this mental and emotional separation is both appropriate and in many cases necessary.

In the midst of a pandemic, however, this line was softened by a shared experience of struggle and by the unavoidable conversations that many workers and leaders had to have with each other about the reality of their circumstances and the things and the people that mattered in their lives. In my observation, the renewed perspective of the human person at work might be one of the most valuable insights we have gained from the past few months.

Your research shows that remote teams benefit from physical interaction by coming together to solidify social bonds that improve teamwork—and you’ve advocated for designing a workspace that encourages people to interact more. What might that look like in virtual workspaces such as collaboration docs ? 

Both research and observations in the field suggest that shared experiences in real life—in the physical world together in real time—provide strong foundations for interpersonal relations, trust and improved communication among team members. These, in turn, support the team’s productivity and collaborative work patterns when they are distributed for an extended period of time.

What is important to note in this, however, is that these interactions, when successful, are seldom left to chance. They are either facilitated by the intentional design of the physical environment in which they take place or, in many cases, purposely curated with the intent to create a memorable experience. Often, both.

Digital collaboration spaces which allow for both management of workflow and communication in a team environment are not immune to this need for memorable (and purposeful) interactions, in as much as they, too, are social spaces for exchange. The governing principle often distinguishing successful and productive communities of work, whether in physical or digital space, is to forge connections that otherwise would not happen and guide those interactions towards a certain goal.

How do you foresee people interacting and collaborating when some are in the physical office building while others are in the digital/virtual space? 

This requires a delicate balance early on as new norms of work in our hybrid context are emerging. “Work from Anywhere” strategies being currently developed across organizations will be best served by taking this point into account.

“There has been a change in mindset when it comes to the mobility of work. From the organization’s perspective, most know they can be productive but few had prior experience in managing a distributed workforce as a community.”

Early on in my research, I found that engineering and programming teams would often define somewhat organically the things that needed to happen in digital space—like chat, for example, where a lot of iterative work would take place—and those that required a wall (often a whiteboard)—which was good to “fix in space” a moment in the evolution of a project.

My sense is that something similar is occurring in high-performing teams now. Cohesive teams, particularly knowledge and technology workers, will be adept at organizing their work, their assumptions and expectations of performance based on a mental model of working through the pandemic most of us now share.

In some cases, the choice between working in digital space or going to the office might be based less on arbitrary scheduling, and more on where it makes more sense to work at that point in time in the lifecycle of the project or to optimize overall team performance.

In terms of adopting new collaboration tools, you’ve noted how almost 10 years of workspace progress has happened in a few months, simply because more people were forced to adopt video conferencing and remote collaboration tools. Do you think these adoptions will “stick” and continue to be valued going forward? 

Some of the things that I think will stick, as you say, will constitute a new baseline for the future workspace, inevitably including new video collaboration tools. One of the main reasons for this is their effectiveness in underpinning most distributed work strategies.

Having said this, I think it’s still too early to determine which tools and what mix will stay and for how long, because we are still learning which parts of our psychology at work each of these tools is best suited for. We are all developing fluency and a personal or company work style with regards to, for example, when we feel it’s necessary to have a video vs. a call.

This experimentation will in some cases lead to new forms of “work culture”—i.e. this is how things are done in our organization now—that will then be formalized and integrated into work practices and policy. This will take time and much will depend on the evolution of the pandemic in the next year.

How much of the benefit of remote collaboration today would you say depends on pre-established trust between colleagues, which would need to be built up for new hires? 

The curation of digital work communities, and therefore the fostering of the values and norms that help those communities thrive, is an important and necessary job function, particularly at scale. Interaction design is a key factor in this.

Trust develops over time and is facilitated by shared experiences and by the development of knowledge about each other’s character and expertise. There are cognitive factors—like developing a shared mental model of work—and interpersonal factors—like psychological safety and dependability—at work in all high-performing teams.

We instinctively know when we are part of a great team. The translation of these factors to a remote workforce is necessary for developing trust among team members, particularly when a new one joins an established group, and will offer great opportunities for innovation in work practices and culture.

Dropbox recently announced that we’re now a Virtual First company, meaning remote work will be the day-to-day default for individual work. We’d love to hear your thoughts on this concept. What would you say are the advantages of being Virtual First? 

I think there is a notable point to be made, and it’s the cultural one—the (seemingly) intentional effort to level the field for all employees when it comes to the choice of how to work. I think this will likely show positive outcomes in addition to the logistical advantages implied by the new workspace policy.

 

The Author

Paul Boutin
Paul is a serial tech startup worker who has written about tech-fueled culture for Wired, The New York Times, and many others. A veteran Dropbox user, he explores remote collaboration as not just an interest, but a way of life.
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Do We Control Our Own Purchasing Habits?

27 Friday Nov 2020

Posted by Donna L. Roberts, PhD in Psychology

≈ Leave a comment

Photo by Joshua Rawson-Harris on Unsplash

Flaws in our decision-making ability are fuel for the market.

Source: Do We Control Our Own Purchasing Habits?

By Liraz Margalit Ph.D.

Persuading rational people to make rational decisions is easy. 

Unfortunately, as humans, we’re often stuck with irrational thinking, fueled by cognitive biases and emotions.

While we’d all love to think that our actions are based on reason and logic, the truth is that we’re often driven by cognitive biases that completely ignore reality. In his book, “Descartes’ Error,” Antonio Damasio, professor of neuroscience at the University of Southern California, argues that emotion is a primary ingredient in nearly  every decision.

So, how do you persuade your customers when they are heavily influenced by subjective factors that you have seemingly little control over?

The first step toward answering that question is identifying what those subjective factors are for your audience.

Define Free Choice

Flaws in our decision-making ability are fuel for the market. In certain situations, illustrated below, we are especially susceptible to external influences. 

In those situations, our primitive needs and desires plague us. Our basic urges derive from the lower-level areas of the brain, such as the limbic system, which controls emotions and motivation. When it comes to consumers, perhaps the most important characteristic of emotions is that they push us toward action. As humans, we are often compelled to do something as a response to an emotion.

Imagine this scenario: You’re at the supermarket with your three children, who you’ve just picked up from school. 

After a tiring succession of aisles, punctuated by the begging, crying and screaming of your children asking for everything that catches their eyes, you’ve arrived undaunted at the checkout line. As you wait, a brave new world greets your little loved ones: a smorgasbord of tempting candies, each colorfully-wrapped treat at exactly the height where your children can reach them. 

By wondrous coincidence, soda and popsicles are also within reach. At this moment — while you’re under the stares of the other awaiting shoppers, when you’ve successfully reached the finish line after triumphing over the ceaseless struggles that met you in every aisle of the store — you finally surrender to the pleas of your kids. 

Into the cart you toss a Kit Kat bar, a Snickers bar and a packet of M&Ms. At that critical moment, with the barrier of resistance already breached, a chilled bottle of Diet Sprite beckoning from the cooler strikes you as just what you need. Your decision, apparently a choice freely made, is actually as far as it could be from a free choice. 

It turns out that when we are worn out, tired, hungry or under pressure (or all of the above), we make decisions that differ completely from those we make when we’re calm, cool and collected.

Overestimating Our Own Powers of Reason

In countless interviews and studies, consumers have revealed that they lack basic understanding of the forces that shape their purchasing behavior. 

When they decide to purchase a particular product, they believe that they are behaving rationally, making a choice in an effort to maximize their benefit. Yet this belief is nothing more than a cognitive deception.

Granted, today’s consumers are well aware of being targets of aggressive marketing. Yet in their hearts, they believe they are strong, independent thinkers, impervious to marketers’ manipulations. 

When asked how they decide whether to purchase a particular product, consumers speak about an intensive, rational process of thought. They describe how they investigate and consider the characteristics of the product, compare the available prices, and thus attain the best value for their money. 

The Illusion of Being in Charge

The problem with their self-conception is that it’s systematically biased. We overrate our resistance to external influences. This bias derives from our need to believe that at any given moment, we are in charge of our own decisions and actions. This delusion enables us to enjoy a feeling of independence and control over our lives. The locus of control bias is a basic, essential defense mechanism, and we couldn’t survive without it.

Our misconception of subjective experience gives us the illusion of control in our decisions. In order to preserve that sense of control that is so crucial in our lives, we create supporting narratives and tell ourselves stories about rational thought processes that underlie our decisions.

In reality, however, emotion and primitive urges play a very significant role part in our purchasing decisions. Much more so than we’d like to admit.

Which Force Decides: Rational or Emotional?

Inside our brains, decision-making is the product of two opposing forces — rational and emotional. The rational conscious force is governed by the brain’s command-and-control areas, located near the forehead. The emotional unconscious force is governed by the more primitive areas, such as the limbic system, which affect feelings and immediate urges, and which we share with our fellow animals.

The human brain has no access to the unconscious processes involved in decision-making. In fact, factors that have nothing to do with the actual decision greatly influence this process, such as environmental cues, context and our emotions.

When test subjects were asked to choose between receiving two Amazon coupons in a month’s time or receiving one coupon when the experiment finished, subjects who had shown high activity in the rational systems involved in long-term planning and in regulation of urges decided to wait a month to receive two Amazon coupons. Subjects who had shown higher activity in the emotional system that deals with immediate satisfaction of needs asked to receive one Amazon coupon on the spot.

The question is why the rational system takes charge in some cases, while in other cases our resistance is weakened and the emotional system takes control. 

Draining Our Discipline 

Until recently, the consensus was that self-restraint is an innate ability — that some people are born with abundant self-discipline and others with less. In order to test that conception, subjects were asked to forgo lunch and were presented with two bowls: one full of radishes and the other full of freshly baked chocolate chip cookies.

Half of the subjects were instructed to eat the cookies and ignore the radishes, while the other half was instructed conversely. Immediately after eating, the subjects were asked to perform a cognitive task, a persistence-testing puzzle, which was intentionally impossible to accomplish. 

The cookie-eaters, fully armed with self-discipline and motivation, tried repeatedly to complete the task. On average, they spent nineteen minutes more at their attempts than the radish-eaters did. For their part, the radish-eaters made far fewer attempts and devoted less than half the time solving the puzzle compared to the chocolate-eating participants. 

Those who had to resist the sweets and force themselves to eat pungent vegetables could no longer find the will to fully engage in another torturous task. They were already too tired and displayed frustration and irritation. They complained that the experiment was a complete waste of time. Some of them put their hands on the table and closed their eyes.

Manipulating People for a Profit

It appears that willpower is not a talent, but a matter of available energy. 

When our kids at the supermarket have drained us of our last drop of energy, our ability to stand fast and resist is significantly impaired. When we are under pressure to catch a plane, our resistance to tempting smells from the bakery stalls is particularly low. When we’ve said a painful farewell, our ability to opt for healthy food over junk food becomes dubious.

In online buying as well, it can be observed that impulse buying tends to occur in the evening, after the hard knocks of the day erode our powers of control. Impulse buying is the purchase, for emotional reasons, of products that we don’t actually need. We purchase these things because they provide us, at the time, with a moment of emotional relief. 

In contrast, an examination of purchasing in the daytime — when our cognitive resources are still at their fullest — shows consumers more involved in price comparisons and in careful examination of product characteristics.

We don’t stop to think how much effort and expertise is invested in understanding our moments of weakness and in developing strategies for exploiting them. With sufficient knowledge and understanding of people, someone will always find a way to sell an unnecessary product.

George Akerlof, a co-winner of the Nobel Prize in Economic Sciences, once said, “Taking advantage of weaknesses is an integral part of the free market. Manipulating people for profit is a natural aspect of the economic equilibrium. The free-market system exploits our weaknesses automatically.” 

Or in other words: if we have a weakness, the market will be sure to manipulate it.

Liraz Margalit, Ph.D., analyzes online consumer behavior, incorporating theory and academic research into a conceptual framework.Online:

ClickTale, Facebook, LinkedIn

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A New Way to Publish Your Blog Posts Simultaneously as Twitter Threads — The WordPress.com Blog

27 Friday Nov 2020

Posted by sergiodelbianco in Psychology

≈ Leave a comment

https://video.wordpress.com/embed/fgiLCIg4?autoPlay=0&controls=0&loop=1&muted=1&persistVolume=0&preloadContent=metadata&hd=1

Share your entire WordPress blog post as Twitter thread–every word, image, and video will be carried over to the social media platform. It’s never been easier to amplify the reach and engagement of your content beyond WordPress.

A New Way to Publish Your Blog Posts Simultaneously as Twitter Threads — The WordPress.com Blog

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Why some breakthrough ideas don’t break through

27 Friday Nov 2020

Posted by sergiodelbianco in Psychology

≈ Leave a comment

https://blog.dropbox.com/topics/work-culture/lessons-from-tech-innovations-and-breakthrough-ideas

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