Terry Evans, CSP, ARM safetyandsampling@gmail.com 208-871-6494
WHAT I HOPE YOU LEARN This presentation is focused on helping you understand how best to change the thought processes and perspectives of the group in your workplace. • Group thinking vs. Individual • Motivations of the group • Examples of successful and failed social engineering campaigns 2
WARNING! We will be talking about sensitive subjects as examples of social engineering e.g. • Politics • Religion • Popular Culture Education • Mini Social engineering experiment – if you feel a negative reaction to something I say try to trace the root of why you feel that way. Is it based on a verifiable set of facts or a belief 3 someone told/implied you should have...
WHAT IS SOCIAL ENGINEERING? • War on Drugs • Advertisement • Celebrity messaging – “Just say no” 5
WHAT IS SOCIAL ENGINEERING? • Don’t text and drive • Confronting and converting social leaders • Laws? • Why do you text and drive video 7
WHY IS SOCIAL ENGINEERING IMPORTANT? Social engineering deals with understanding and motivating groups • Safety is primarily the changing of belief systems and thought process in a group of employees • Individuals think and act differently one-on-one vs in a collective • Individuals are rational, groups are emotional • Understanding the language and motivation of a group is essential to effecting sustainable safety change • Resolve is more important than having the perfect message • “A good plan violently executed right now is far better than a perfect plan executed next week.” – General George S. Patton • Demonstration of new behavior as a principle rather than a tactic 8
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WHY IS SOCIAL ENGINEERING IMPORTANT ? • Understanding the time and commitment involved in changing group behavior or norms • It takes years to change behavior built over decades • Shifting the perception of the Employer/Employee relationship • Providing safety in all aspects of the workplace will enhance both safety and productivity • Simon Sinek - https://startwithwhy.com/ 11
THIS IS WHY. 12
WHERE DID SOCIAL ENGINEERING START? Social engineering began as crowd psychology • Charles Mackay – Extraordinary Popular Delusions and the Madness of Crowds 1841 • Gustave Le Bon – The Crowd, A study of the popular mind 1895 • Wilfred Trotter – Instincts of the heard in Peace and War 1916 • Edward Bernays (Father of public relations started as a WW1 propagandist) – Propaganda 1928 • His best-known campaigns include a 1929 effort to promote female smoking by branding cigarettes as feminist "Torches of Freedom" 13
WHERE DID SOCIAL ENGINEERING START? It evolved to influence several modern authors and their understanding of what motivates groups • Noah Halberg – The Psychology of the Masses 2013 • Richard Thaler & Cass Sunstein – Nudge , 2008 It is central to several initiatives influencing us today • Propaganda • Politics • Advertising • Psychological Warfare 14
SURVEY Results from the WA Gov. conference • This first survey dealt with how social engineering starts with small changes in prestigious sources e.g. the conflation of Fascism with right-wing politics. • Group 1 results 57% - no, 43% - yes • Group 2 results 89% - no, 11% - yes 15
FASCISM Definition of fascism pre – 2005 A system of government marked by centralization of authority under a dictator, stringent socioeconomic controls, suppression of the opposition through terror and censorship, and typically a policy of belligerent nationalism and racism. – The American Heritage College Dictionary, 2000 Definition of fascism post – 2005 An authoritarian and nationalistic right-wing system of government and social organization. (in general use) extreme right-wing, authoritarian or intolerant views or practices. – New Oxford American Dictionary, 2005 Ideas that start social engineering must be concise and come from a place of prestige to be effective. 16
GROUPS VS. PEOPLE These are all broad generalizations and as such are not 100% applicable to 100% of the population. • Groups run more on emptions than rational, individuals are opposite • Ideas tend to spread from perceived social superiors to social inferiors. • From G ustav Le Bon “ They despise leaders who show weakness or uncertainty. They prefer leaders who make simplistic emotional appeals, not ones who give them high-brow lectures .” • Behaviorist Clark Hull’s Drive Theory . What causes people to behave one way rather than another is their physiological needs. People and other animals act so as to satisfy their needs; if they don't they won't survive or thrive. 17
GROUPS VS. PEOPLE • Group history is an aggregate of their experiences including outside the workplace and from past management – tribal knowledge • Accuracy is relative and not often necessary • Individuals and groups aren’t good at valuing delayed rewards, e.g. hassle of a diet vs. benefit of weight loss • B.F. Skinner • Scott Geller • Groups equate failed short term efforts as noncommittal = Flavor of the Month Syndrome 18
HOW DO WE USE THIS INFO? Decide what you are willing to truly commit to instead of what is the best “program” available. • Strategy is the diet not the goal – Weight Watchers & Delancey St. Foundation • The best fitness strategy is an Olympian workout but if you can’t commit to all that requires it wont work for you • Small achievable goals are better than big goals out of reach • Build on small successes • Make your rewards based on process achievement not goal achievement • Do not underestimate the time and effort it will take to achieve your process implementation • It takes years to change culture built over decades • Strap in for the long haul and commit 19
HOW DO WE USE THIS INFORMATION? Change the scorecard • If your strategy is to be lived and achieved it must be publicly tracked, measured and monitored • Visible progress monitors are continual enforcers/rewards for behavior • Hold all levels of the organization to a single set of metrics tied to performance measures • One of the single biggest difficulties in getting an organization's members to stick to the new strategy is convincing them that top management really wants them to… • How management acts, measures and rewards determines true belief • No exceptions for top performers or critical roles • Visible demonstration of “walking the walk” • “Commands begin as examples; originally the led simply copied their leaders.” - late nineteenth century French sociologist Gabriel Tarde 20
SURVEY Results Follow 21
SURVEY RESULTS GROUP 1 22
SURVEY RESULTS GROUP 2 23
CHOOSE YOUR MESSENGER Le Bon says that great historical events are caused by obscure persons of great faith, and rarely ever by philosophers or skeptics: “The means of action of the leaders are affirmation, repetition, and contagion. It is important that the crowd has first been prepared by certain circumstances and it is important, above all, that the person attempting to move a crowd possess prestige .” Prestige is bestowed by the crowd and not taken by the leader. It is by examples not by arguments that crowds are guided. 24
CRAFT THE MESSAGE Principles are more effective than tactics • Give your message the force of moral principle • Nobody gets hurt • Tell people why that is important • Give that message and reason “why” a cogent delivery • The message of your strategy cannot be “most of us most of the time” • Participation in “your definition” of excellence can not be optional • New strategies may result in some people leaving, as well as new people entering your team • ..\BC Executive video project\Exxon SafeStart-FINAL-720.mov • References • What got you here won’t get you there, Marshall Goldsmith 2007 • Trey Gowdey’s convocation speech at Liberty University 25
CRAFT THE MESSAGE Use language likely to encourage authentic engagement • Occupant restraint vs. Safety belt • Compliance vs. Commitment • Peer pressure vs. Peer support • Training vs. Coaching • Accident investigation vs. Injury analysis • Priority vs. Value Words shape our feelings, expectancies and behaviors 26
DEVELOPING THE RELATIONSHIP Is your interaction with employees a relationship or a transaction? • Why do many successful companies with a sustainable workforce describe their relationship like a family? • The rules of social engagement do not disappear at the entrance of the workplace • There will be no long-term loyalty to the larger interest of the firm if your relationship with the employees is transactional • Transactional is easy and quick but fleeting, relationships are hard and slow but sustainable 27
DEVELOPING THE RELATIONSHIP One-night stand vs. Romance Suspicion vs. Trust Negotiate & bargain vs. Give and be helpful Develop a detailed contract vs. Be comfortable with ambiguous understandings about future reciprocity Preparation of what you are vs. Adaptability to the responses of the going to say and do other e.g. rehearsal • Complete integrity is required • The most successful Don Juans and Donna Juanitas are unlikely to make the best spouses 28
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