This is the second part of a two-part interview conducted with Jeff Merrell, Associate Director of Northwestern University’s Master’s Program in Learning & Organizational Change, for my book Change the World Using Social Media (Rowman & Littlefield; projected publication date is autumn 2018). The interview was conducted online using a shared Google Doc, and has been lightly edited.
In a world where employers encourage employees to be available around the clock via the use of mobile devices, is the old rule of thumb “don’t talk politics at work” even a realistic approach anymore, given that lines between personal and professional activities are being inadvertently erased–through actions rather than by design?
Ah. There’s the $1,000,000,000 question.
Look, for me, it starts and ends with the organizational culture. I would not attempt to have “let’s talk social issues” discussions on a large scale if my company or organization did not do that naturally, in other forms. I am going back to my blog post rant a bit here, but I think some things like #MeToo, news around things like Charlottesville, can inspire some short-term discussions of topics within an organization’s online spaces. Maybe it allows people to—in a tiny way—share something that they’ve wanted to say. I’ve heard examples of this. But, for longer term impact, I think organizations need to think about how they “talk” about these issues routinely, in hybrid ways, where the online conversations are extensions or variations of what happens in other ways.
If your organizational culture isn’t strong enough to handle that, or your organizational philosophy does not incorporate some strong element of social impact, then you are not going to get very far.
It’s. Not. About. Social media.
Thanks. That’s really helping me to clarify something I’ve been exploring through these interviews: the impact that social activism through efforts including #MeToo have in settings far beyond what those involved may have originally thought would occur. I’m finding that few people are looking at the professional social media tools, e.g., LinkedIn, Slack, and Yammer, as means to foster social change. Thoughts on how those might fit in to what you just said in terms of conversations among our professional colleagues onsite as well as online?
Well, let’s start with LinkedIn. LinkedIn is about your “brand.” So right there, you are screwed unless you as an individual are seeking to be branded as social activist. But I would suspect—maybe I am wrong—that someone with that mindset would find LinkedIn just not a fit. It’s about people trying to create professional brand in the traditional corporate model.
Slack and Yammer, and similar, allow more co-construction of “space.” A group of social activists, within an organization, could easily start up a Slack community of trusted peers etc., set norms for participation, and maybe have a go of it.
But again, if the organizational culture is not accepting, respecting of that kind of conversation, then it will likely just be some dark secret thread. Where there is hope is when these spaces become places where people might be able to explore difficult topics and the organization is OK with that.
About halfway through the “There is hope in pushing a conversation” section of your “Revisiting: A critical pedagogy for organizational learning?” post, you talk about a “kind of collision between the ‘outside’ social world and internal organizational world…” Have you seen positive change result among those with whom you work as a result of the interactions taking place in the layered communities you mentioned earlier in this conversation?
Let me start over with a couple of examples.
Two of the most powerful “open” discussions we’ve had within our community (so…open to the entire community, but not open to the public) have been about 1) Being a Muslim—visiting student—in the U.S. and 2) the challenges of being a female in tech.
In both cases, these are very strong, female leaders who opened these discussions. And each was spurred by some outside event. Each also said—they would not write what they wrote anywhere else than within the community we created. And each, also, were very savvy social media users—blogging, on Twitter, etc.
And the discussion threads—and related conversations outside of the online space—I found productive for the community as a whole. That was also the general sense of the leaders in this program, and from what I could gather, the community itself,
Positive change coming from it? Not sure I can point to the lives of Muslim students being any “safer” or that women in tech are better off now. But there is a history here that now proves and demonstrates that our [learning] community—MSLOC—can take on these topics and explore them and learn from them.
That sort of takes us into the area of the same blog post that discusses “intentionally subverting the norm” as a way of fostering change. Any additional guidance you would offer readers in terms of the impacts that approach can have within organizations as well as onsite and online communities?
Yes, this is an interesting question. I recognize that there is some “power” at play here in what I am about to write, but I think a key is calling out (in a positive way) when “subverting the norm” happens. So, say I am a community manager or a leader and recognize that some set of voices are challenging our assumptions, but the challenge is productive in some way. For me, a key is just calling that out: Hey, this is great! We may not agree on all of it, but we love the critical thinking. And maybe engage in some true active listening—online or off—that results in some change in practices or routines.
I see those moments in facilitating classes. So, my perspective comes from that. If I am doing my job well, I am recognizing and encouraging multiple voices to be heard and to challenge assumptions.
How can you foster trust and safety in online environments when incivility is rampant?
Within organizations, don’t hire people who are incivil. 🙂
I say that half-jokingly. But it gets to my culture bit. If you bring in people who want to be civil participants, and you create a culture that allows for all voices to be heard and respected, then you’ve got a chance. But if all you are about is brand, making as much profit as possible by taking advantage of employees or customers, and beating the competition by any means possible, you’re hosed.
N.B. — Paul is currently writing Change the World Using Social Media, scheduled for publication by Rowman & Littlefield in Winter/Spring 2020. This is the eleventh in a continuing series of excerpts from and interviews for the manuscript in progress.