Anyone? Anyone?

FREAKONOMICS

“It is not from the benevolence of the

butcher, the brewer, or the baker that we

expect our dinner, but from their

regard to their own self-interest.”

“A wealth of information creates a poverty of attention.”

http://www.google.com/url?sa=i&rct=j&q=crowded+marketplace&source=images&cd=&cad=rja&docid=QaHJt2k4iHxoUM&tbnid=8KKyRQeadSExXM:&ved=0CAUQjRw&url=http://www.pond5.com/stock-footage/19707451/very-crowded-marketplace-favela-rio-de-janeiro-brazil-2.html&ei=UVWuUYPLLOOPiAKd14FA&bvm=bv.47380653,d.cGE&psig=AFQjCNFVWEIBffAuvpkDtBtn56D9g6JqBw&ust=1370465971567765

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OUTPUT vs. OUTCOMES

“Utility cannot be divorced from emotion. . .A theory of choice that completely ignores feelings leads to prescriptions that do not maximize the utility of outcomes as they are actually experienced.”

Kahneman, Simplified

• Employees pretty much do what they feel like doing• So as a communicator your greatest

source of power is the ability to influence the way they feel

Two Know, Feel, Do Case Studies

1. Crisis Communications – Kaiser Permanente Oakland Medical Center employee missing

2. Proactive Communications –PG&E Post-San Bruno accident gas turnaround plan

• Know– Hospital administrators

were concerned– Information was being

shared as it became available

• Feel– Employees matter

• Do– Help find Regina– Continue to serve

patients

Regina Lovings

What We Wanted Employees to

• Know– Safety is PG&E’s highest

priority– Significant progress has

been made– PG&E is a utility leader in

some areas such as odor response time

• Feel– That they can trust PG&E

• Do– Like PG&E and want to

do business with us

What We Want Internal and External

Audiences to

Picarro car-mounted leak detection device and Nick Stavropoulos, EVP of Gas Operations