The Three Cs
Would Western societies be trusted to adhere to this Japanese coronavirus second wave preventing government information campaign?
If it is the case that we sometimes struggle to accept the difference between abhorrent hate speech and expression of a valid different view, then it is perhaps debatable.
How wonderful it is to see the use of a Venn diagram in public health messaging;
when the “Three Cs” overlap.
Avoid the Reuleaux Triangle of triple intersection.
Referring to the deadly mix of closed spaces with poor ventilation, crowded places with many people nearby and close-contact settings such as close-range conversations.
You suspect there are similar forces which when combined, make your bid unwinnable. Flip this, and what’s the trio that make it unlosable?
With the former, candidates might include incumbent bonds, siloed contact and process chaos. The latter could feature the reverse of process embrace, along with top authority commitment and fit uniqueness. Sprinkle on an underlying piece of mindset alignment for good measure.
Then there’s the prevalence of ‘superspreading’ events. It currently appears that ’80 per cent of cases are driven by 10 per cent of infections’, Which forums are those people set against us likely to influence? And what machinations can those predisposed towards our triumph conduct? Where are the one-in-tens who can mobilise fours-of-five? What more formal meetings, get-togethers and events bring your prospect’s people in close and prolonged contact?
The concept of ‘transmission budgets’ is also very much worth noting.
This seems to emanate from a mathematical epidemiologist at the London School of Hygiene and Tropical Medicine.
With the current pandemic, there might well be a combination of measures that provide optimum community protection. You need them to add up to above a certain level in order to suppress spikes. Each measure alone has its own impact. Such as closing schools possibly accounting for a 50% R-rate reduction, WFH guidance 67%, bar and restaurant shutdown 58%.
Sadly, “working out these budgets is incredibly difficult”. Yet if we became true process warriors, we’d know the impact of such bid levers as CEO engagement, live-dem validations or explicit problem recognition.
We’re all likely familiar with the ‘R-rate’ by now. The number of people an infected person transmits the virus to. Above ‘1’, and we’re in trouble. Infections set to rise exponentially. Below ‘1’ – very much the aim – and disease is kept under control.
How many people do our prospect-side champions not only talk to, but actively achieve some kind of sway over?
In our selling instance, the more the better.
Finally, an honourable mention for ‘sensor lag’. Where you “don’t see the effects until the situation slips too far back into the danger zone”.
You might pursue a particular activity, yet how and when do you know if its enactment has been successful?
I hark back fondly to the old post-demo questionnaire days.
At the very least, going ’round the room at the end asking for a specific example from each attendee about which particular live or mooted project might benefit from what they’ve just seen.
It’d be interesting to know what your array of sensors are as well.
Hopefully more than mere messages back from your main contact on the inside.