In the last few days, 90 million of us popped in to try on new Threads. We fumbled our way round the dressing rooms, looking for people we know and, unwittingly perhaps, brought new material to the table, ready to be cut and trimmed to fit as yet unknown forms.
This week's launch reminded me of one of my fondest social media memories - 2010, 'watching' New Zealand’s football team compete in the World Cup. The visuals were on television but the collaborative live commentary via Twitter was the real winner. Threads won this week simply because people are tired, want to catch up and chat and don’t want the stresses and strains of argument and ego that have permanently stained the other outfits.
As Threads dangled from the servers we were momentarily captivated by the shy, exploratory tone we found there. Suddenly there was personal uncertainty regarding place and behaviour. It didn’t seem to be a showroom for the brash influencers with dollar-driven hacks and lavish travel budgets. It didn’t seem to be for the shouty people determined to drown out every voice but their own. And, almost miraculously - for the first 48 hours - it seemed that nobody was up in your face selling stuff. Old friends were found, new connections made - goodness me, for a moment or two it all looked marvellous. For an instant, like a cracked mirror catching the sunlight, we glimpsed a reflection of the past possibilities offered to us by social media. A place where we could meet, talk about anything and everything and find human connection of the 'kind' kind.
But, as we bravely tried on the new outfit and enjoyed the cosier feel of this new space, behind the scenes technical tailors have been invisibly stitching our data into the fabric of the Meta ecosystem.
I spent some time reading the terms and conditions - after all, its only been a week or two since Black Mirror’s Joan is Awful - and they led me back to the Instagram terms. I'd not looked at these for ages (joined in 2011) and they served as a grim reminder of the daily data harvest the company reaps. The 'free' conversation on Threads is also the perfect training ground for new AI models and potentially a natural progression of the intent indicated in Meta’s blog posts on their LLaMA (Large Language Model Meta AI).
Information is power and unfettered information is a training tapestry to be unravelled and upcycled ready for the next use.
So what does it mean for us?
The potential for user influence on the future direction of any social platform is severely limited in today’s world which is why we will never see another ‘Twitter’ as it emerged in 2006. If today’s social media was to post a status update, it would be 'feeling stale and stagnant, submersed by the power of a few'. But still we return, because our human need is for genuine connection and good relationships. Hope - and blind faith - lead us to believe that the latest outfit on show will fulfil that need but, sadly, I think in time we’ll find ourselves laid bare, stripped of data with our identity in tatters.
Note: I also published this piece on LinkedIn today - https://www.linkedin.com/pulse/emperors-new-threads-catherine-arrow
It's funny how we measure ourselves at the start of each year. Not all individuals or cultures mark this particular date but for many, January 1 assumes a multi-faceted mantle of change. The magic of a year turning enchants us with possibility so we plan and we plot ways to improve or alter our behaviours.
This year, alongside my own reflections on self-improvement, I found myself thinking about resolutions on a larger scale. What would I ask organisations, communities and governments to change in the year ahead with the focus - of course - on communication and the relationships they hold with their stakeholders?
Over the summer holidays I thought about this a great deal - and ended up with a very long list of potential improvements. Harder still was whittling the list down to a 'top three' that could be used by any organisation, large or small, public or private - but here goes.
In at number one - listen - which is not as obvious as you might think. And by 'listen' I don't mean the selfish vanity listening so many undertake. Real listening discovers the true health of stakeholder relationships. It identifies who needs attention, who needs help, what needs to be improved and ways this could be accomplished. Then, what is heard must be understood so the right actions can be taken at the right time.
Which brings us neatly to number two - learn. There is much to be learnt from listening and a willingness to learn allows organisations to develop the ability to adapt, to grow - and to survive in today's continual upheaval.
Finally, number three: remember. Listen, learn - and remember what was necessary to move closer to your purpose as an organisation. Remember where you started, what you hoped to achieve in those early days and, most importantly, remember the mistakes you've made along the way. What have you learnt from those mistakes? What did you have to do in order to correct them? How will it inform your progress in the future.
Three simple resolutions that could, together, make your organisation a better - and more effective - place to be. I wish you great resolve and great success for 2022.
New dawns always brim with hope - the dawn in the picture is from the start of the year when we decided to take a sunrise stroll on the beach. Hope is the magic ingredient that keeps us afloat in the stormy months we've navigated and the stormy months ahead and, although this time of year is generally awash with predictions of what's to come, I thought I'd spend a moment reflecting on how we need to equip ourselves to face the next dawn rather than ruminate on what might be.
There's no magical transition point as the year turns. No moment when all becomes well or difficulties are suddenly resolved. It is, after all, simply a date. But dates give us horizons, give us something to hope for and look towards which is why 2021 has been greeted with relish by so many. We have to remember though that many people around the world count things differently, have different dates of hope so the horizons shift and change, depending on your situation and your perspective.
In the US, for example, many had hoped that the transition to a new year would have seen a shift in focus from November's election to the pandemic that has cut a swath through the lives of so many, reaping havoc and death with little support from those ostensibly in charge. A similar picture can be seen in the UK, struggling under a new strain but also bowed down by the incompetence of its leadership. It doesn't take a fortune teller to divine that life is going to be very hard in the year ahead so what - as professionals charged with making sense of situations for the communities we serve - can we do? What do we need to do in order to smooth the path ahead? Here's five ways we can think beyond the horizon and help others move forward in 2021.
It's very easy to get comfortable, to view the world around us in the same way but we have to remember that change is constant. The pace of change increases during a crisis and a global crisis such as COVID19 sees even greater acceleration and, although humans forget that change is constant, this acceleration is often too much for them to cope with. You might enjoy being a passenger in a car but when the driver takes the speed way beyond the agreed limit, comfort is removed. We can't go into 2021 as we have gone into the years that preceded it and, in writing that, I am mindful that for millions around the world, new year horizons over many decades have been mired in violence, disruption, disease and disadvantage, so the 'entering a new year as never before' is perhaps applicable to the 'richer' nations that have enjoyed the privilege of reasonable social stability until now. As relationship builders and communicators we have to change our position, change our minds and change our behaviours. We have to understand what it is like to walk in someone else's shoes - indeed we need to know what it is like to walk with no shoes. We must develop a deep understanding as to the position of others in relation to our organisations and society. We won't be able to help others navigate what's ahead if we are always looking inside out - we must start looking outside in and determine the connection and relationships points we need to build or improve in order to fulfil whatever purpose is before us. So get out there - do some experiential research. Really get to know and understand your stakeholders and communities. Burst your own bubble (metaphorically if you are sheltering at home) and reach out to others. Be uncomfortable, share their discomfort, then devise strategies to help you coexist and provide comfort.
Changing position helps us to think differently. Ever been 'stuck' writing something or figuring out a thorny problem then gone for a walk that's triggered a eureka moment? If we stay in the same spot, we'll think the same things, stagnate and, ultimately, find ourselves bogged down, unable to move forward. Old thinking isn't going to fix today's problems. Old economic, political and societal models are not going to be appropriate or relevant in the years ahead - so think differently. Devise new ways forward.
If we've changed position and gathered our thoughts we need to share them with others to turn them from ideas into realities that will benefit those around us. In sharing our thoughts and ideas we need to move away from the long-held communication structures that equate information with power and shift into open communication that is clear, authentic and trustworthy. We must develop communication processes that value listening before speaking, discussion rather than instruction, collaboration rather than conflict. If we continue with the 'speak, instruct, conflict' model of authoritarian communication that has become so prevalent in recent years we will be on the road to nowhere, the horizon increasingly obscured. Our job - and it is an urgent job - is to help our organisations change their approach and show them how to communicate openly.
Be constantly curious
Two great ways to learn fast are making mistakes and asking great questions. It is inevitable that we will all make huge mistakes in the year ahead and my hope for you is that your mistakes are manageable ones. By thinking first - and I've always said the thinking we do takes the most time - the mistakes should be minimal, so think well and think beyond the now. Committing yourself to learning is to be constantly curious. It means asking the seemingly obvious question, asking the hard questions and asking the questions that will increase your knowledge and develop your understanding. There is always something new to learn and when we are exploring uncharted territory we will inevitably encounter things we don't know or have not experienced before - so be prepared to learn, learn fast and learn something new every day for the rest of your life.
I've been asked many times what is the most important characteristic or capability for a public relations or communications professional and my answer is always the same - courage. Having the courage to ask the hard questions, take a different position, think creatively and learn from mistakes is essential if we are to do our jobs ethically and well. In our world of constant change, the need for courage is a constant. It takes courage to challenge your boss over bad practice when you know that doing so could mean no job at all but it's got to be done, especially if the resulting change reduces inequity and restores trust. Bravery confronts danger without fear - courage confronts danger despite the fear.
There's a final thought for you before I end - take heart, stay hopeful and act with compassion. There's much difficulty and danger to be confronted in the world but there is also much goodness and generosity. We've seen it in the selfless work of medical staff and carers around the world, we've seen it in the support people have given to each other, be that physical support with food or simply a long phone call to listen to their fears. As you confront the challenges, remember to draw strength from that goodness and look boldly towards and beyond the horizon.
Are you ready for the challenges ahead? For the impact artificial intelligence will have on public relations? On society? The pandemic caused a paradigm shift for millions with a leap to digital they never thought they’d take - but the change was coming long before then.
Subtle steps have taken us towards everyday artificial intelligence and the deployment of digital entities that sooth our emotions, help our daily tasks and act as companions at home. In case you missed it, that paradigm shift has even greater implications for public relations and communication practice, reshaping our work, redefining the relationships we build, the reputations we guard and the risks and issues we manage.
I tackled the topic recently in a webinar which you can access here. It takes you through the developments, the opportunities and the concerns of artificial intelligence, digital and human relationships and the problems we might expect.
Today's World Health Organisation declaration of pandemic changes the game. Life is going to be very different during this pandemic stage and down the track, we'll be viewing life in two separate chunks - pre-COVID-19 and post-COVID-19. Our post-COVID-19 society and economy will look very different.
I've put together the COVID-19 resource for small businesses and solo communicators and you can get that here. It will be updated regularly as situations develop and there's useful information for anyone involved with communications right now.
Another urgency for us isn't just dealing with the situation we are faced with now - we need to look beyond the now and into what will be the 'new normal' in the years ahead.
The 'flatten the curve' graph has been widely shared and illustrates what happens without intevention - flattening the curve helps reduce impact on health services - but there is another curve that needs the attention of those of us outside the health system - the confidence curve. As the pandemic heightens and spreads, confidence and trust in organisations, social and economic systems rapidly diminishes.
We all need to tend to this curve throughout the crisis phase as, without care, it will extend far longer than the pandemic and, together with trust, must be smoothed and sent upwards so when all are well, societies can recover and regroup - albeit in a very different way to the way we've been operating for the best part of a century.
The post-COVID19 world will be very different, challenging and require a lot of work from all of us to create what will essentially be new systems and - hopefully - an improved society.
Wherever you are in the world, I hope you stay well, stay informed and stay kind.
We appreciate good leadership. Especially in times of crisis, times of hardship and times of pain - but what does good leadership look like in today's world? A world where leaders can often be harsh, bullying and seemingly take great pleasure insulting those they purport to lead?
I took a look at good leadership when I was honoured to present at 'PR Face Off', Malaysia's international public relations conference held in Kuala Lumpur.
I spoke particularly about the leadership shown by the New Zealand Prime Minister Jacinda Ardern at the time of the Christchurch Terrorist Attack in March this year. During that period of time the world saw a very different display of leadership - one that showed strength through compassion, resolve born of tragedy.
It is rare to see such a visible shift in leadership styles but it was a welcome shift. So many people around the world have been ground down by their leadership, rather than lifted up. Shouted over, rather than being heard.
One of the key elements of public relations practice is developing understanding and a vital part of that understanding is empathy. Crisis plans often a filled with the inherently practical and sadly there are few that look at, or include empathy, kindness, compassion and resilience - yet they should. Any crisis will see emotions run high and for leaders, how they deal with those emotions forms a critical part of their crisis response.
About Think Forward
Think Forward is written by Catherine Arrow. It answers PR questions, highlights practice trends - good and bad - and suggests ways forward for professional public relations and communication practitioners.