Chapter 10: Corrections

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

Chapter Summary

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.

Chapter Outline

  • Sources of Errors
    • Attention
    • Speed
    • Habits
    • 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
  • Conclusion

Chapter Deep Dive Study Questions

These exercises are designed to enhance your understanding of the chapter’s key ideas, principles and approaches.

#1
Recreate Table 10.2.  Identify a social media error that falls into each of the quadrants. Provide your rationale.

#2
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.

#3
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.

Chapter Flashcards

[qdeck] [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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Chapter Quiz

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