Digital connects but behaviours stay the same

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Now I personally believe and I am working under the assumption that  - Building a digital framework and infrastructure will enable better democratic engagement and will also contribute to developing social capital and social cohesion.

I also accept that everyday when I go outside I can see that the majority of people don’t really help each other and most people are selfish and ignore neighbours etc and that is fine for now.

One of the many challenges we need to focus on when creating the digital climate is we must acknowledge that a digital climate is different to a transformation programme. It is a shift in thinking in which people and institutions are routinely aware of and constantly incorporate digital technology and opportunity into whatever they do.

I personally believe that within the next 3-4 years we will start to see a greater sense of individual and collective responsibility emerging and that in turn will manifest itself in communities and interesting things will happen.

Those “interesting things” might benefit from some nudging and this is where I believe the principles outlined in the framework can provide some focus – I’ve copied them in below for reference:

People and communities are unique

  • Design “with” not “for” people and communities
  • Design for Inclusion and accessibility
  • Enable independence
  • Foster health and wellbeing

Positive relationships and networks

  • Respect diversity of opinions
  • Connect people and connect networks
  • Co-operate and collaborate
  • Open by default

Enabling communities and environments

  • Evidence based research and decision-making
  • Support everyone to achieve
  • Think Local and Global
  • Digital infrastructure for smart communities/cities

Learning and development

  • Learn, discover and explore though experience
  • Create space for reflective practice
  • Foster creative and divergent thinking
  • Enable sustained learning

So we need to think about how we focus on nudging the behaviours of individuals, organisations, communities etc and help them shift their thinking by helping them connect to a greater purpose and allow the behaviour change to foster any transformation. This is where the work done on the capabilities within the digital framework starts to play out as they all contribute to the wider shift in thinking and in particular the participation capability as outlined in this post “The capabilities for digital local public services participation” start to form a key part of the shift – This comes back to the Super Empowered Hopeful Individuals mentioned in my post “World of Govcraft” and I’d also add in super empowered communities as well.

Urgent Optimism – extreme self motivation – a desire to act immediately to tackle an obstacle combined with the belief that we have a reasonable hope of success.
Social Fabric – We like people better when we play games with people – it requires trust that people will play by the same rules, value the same goal – this enables us to create stronger social relationships as a result
Blissful productivity – an average World of Warcraft gamer plays 22 hours a week: We are optimised as humans to work hard and if we could channel that productivity into solving real world problems what could we achieve?
Epic meaning – attached to an awe-inspiring mission.

All this creates Super Empowered Hopeful Individuals – People who are individually capable of changing the world – but currently only online /virtual worlds….

What we can’t and mustn’t do is focus on the transformation itself as we will only end up creating things that people don’t need and won’t want and services which are not holistic and are designed around current mindsets and thinking.  I’ve said it before that we need a complete paradigm shift  in this post “5 paradigm shifts for #localgov” and include the whole thing below…

1. Culture
Number 1 on any list in my humble opinion – the culture of local government generally is one that often assumes that external changes and challenges will often pass by and that a slower pace of change is sometimes considered as the most appropriate way forward. But that is no longer a valid assumption

The Old Paradigm: “Head down and it will all go away.”

The New Paradigm: “Embrace the new direction and provide leadership.”

2. Mindset

You often get people who simply turn up and literally sit in meetings and contribute nothing…I’ve always been a fan of the rule of two feet, if it isn’t working for you leave.

Old Paradigm: “Just put your body in the room.”

New Paradigm: “Show up with a creative, open mindset.”

3. Group Wisdom

Obvious perhaps, but just because someone has been promoted to the top of the organisations, it doesn’t and shouldn’t mean they know more than anyone else…In my personal opinion most senior people are actually more politically aware than intellectually aware.

Old Paradigm: “All wisdom exists at the top.”

New Paradigm: “Listen and make space for various voices.”

4. Environment

I’ve only really recently appreciated this one, most people are forced into cultures that require them to sit in rows, in quiet offices, without any real social interaction even when the rooms are open plan. I understand that the sector is rationalising property assets and encouraging hot-desking and the like but we really should think about what we are trying to do…

Old Paradigm: “Do what is normal.”

New Paradigm: “Approach space creatively to serve the purpose.”

5. Vision

For me this could have also been called purpose…why do we do the things we do…A recent session at Open Space South West creatively called “reducing isolation and helping those who give a shit”

Old Paradigm: “Work to get paid.”

New Paradigm: “Make your work about something bigger.”

One of the key things for me is ensuring that we avoid replicating and amplifying existing behaviours in a digital infrastructure as this will only ensure we do the wrong thing righter and not the right thing from the start.

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