Summary • Outline • Study Questions • Flashcards • Quiz
“Errors that are obvious to others can be invisible to us, no matter how hard we try to spot them.” - Joseph T. Hallinan
This chapter addresses how to assess effectiveness and correct errors. An array of psychological forces and routines produce errors, from habits to thinking biases to organizational structures, procedures and protocols.
The chapter presents The Corrections Matrix which identifies, on one axis, the scope of an error – is it strategic or tactical? – and on the other axis, the type of error – is it an error of omission or commission? The quadrants that emerge – minor oversight, modest gaffe, missed opportunity and major blunder - describe the type of mistake and hint at the relative severity.
The matrix implies some action steps: first, detect patterns of the errors; second, build a radar screen to keep real-time tabs on searching for errors; third, augment your radar screen by recruiting and maintaining your own friendly spy network; fourth, build an experimental lab where you are routinely testing and improving your posts; fifth, determine what type of corrective action to take; and sixth, establish a regular assessment process.
- Sources of Errors
- Thinking biases
- Organizational structures, procedures and protocols
- Corrections Matrix
- Minor oversight
- Modest gaffe
- Missed opportunity
- Major blunder
- So What?
- Detect patterns of errors
- Build an eagle-eyed radar screen
- Augment your radar screen by recruiting and maintaining your own friendly spy network
- Build an experimental lab
- Determine what type of corrective action to take
- Set up a regular assessment process
Chapter Deep Dive Study Questions
These exercises are designed to enhance your understanding of the chapter’s key ideas, principles and approaches.
Recreate Table 10.2. Identify a social media error that falls into each of the quadrants. Provide your rationale.
Conduct an A/B test with your own social media network. a) Discuss your rationale for conducting this particular test. b) Describe the test and the results. c) Discuss three lessons learned from conducting the test.
Describe 5 characteristics of a world-class “radar screen.” a) Discuss your reasons for selecting these characteristics. b) Describe the procedures necessary to launch and maintain the radar screen. c) Craft an “elevator talk” about how you’d sell your radar screen to a company’s executive team.
[q] A/B Test
[a] The process of monitoring two versions of the same post - using, for example, different images, words, calls to action, and even the timing of the posts - to determine which has the most traffic.
[q] Corrections Matrix
[a] A tool that helps social media managers actively manage the correction process. It identifies: 1) the level of severity of an error - whether it is strategic or tactical - and 2) if the error is one of omission or commission. The results point to errors ranging from minor oversights to major blunders.
[q] Friendly Spy Network
[a] An informal group of people who watch over your posts and your competitors' posts. Their role is to quickly alert you to possible miscues and missed opportunities.
[q] Major Blunder
[a] A strategic error of commission. The error is severe, which has the potential to harm a firm's image and long-term viability.
[q] Minor Oversight
[a] A tactical error of omission. This type of error can be quickly rectified.
[q] Missed Opportunity
[a] A strategic error of omission. Nothing "wrong" may have occurred, per se, but the organization may have missed out on some innovative idea.
[q] Modest Gaffe
[a] A tactical error of commission. The incident may be moderately annoying to users, but it can be easily corrected.
[q] Thinking Routine
[a] A regular way or approach we take to reason through problems, challenges or situations.
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Question 1 of 10
Sources of major social media organizational errors include all of the following except:Correct
Question 2 of 10
Seeking out information, insight and arguments that endorse your pre-existing views best describes what common thinking bias?Correct
Question 3 of 10
Making judgments based on the comparison points provided to you, such as comparing the listed price to a “discounted price” on a store shelf describes what thinking bias?Correct
Question 4 of 10
Your author suggests that social media managers should rely heavily on the numerous, readily available statistics about their social media posts – whether or not they are relevant to their business goals.Correct
Question 5 of 10
The social media manager who announces a new coffee blend but neglects to post the related picture is an example of what kind of error related to the corrections matrix?Correct
Question 6 of 10
The main “takeaway” of the corrections matrix is that it implies that social media managers should use diverse approaches to detect and correct different types of mistakes.Correct
Question 7 of 10
Your author talks about the importance of building a great “radar screen.” What can a great radar screen do?Correct
Question 8 of 10
Your author suggests that you should recruit some people to watch over your posts and your competitors’ posts to alert you to possible miscues and missed opportunities.Correct
Question 9 of 10
On the corrections matrix, a strategic error of commission is less severe than a tactical error of omission.Correct
Question 10 of 10
The most appropriate corrective action for this type of error would be to re-think your entire strategy by going back to the drawing board, diagramming the underlying cause of the particular error and the flaws in your thought process.Correct