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Laurent Haug's newsletter, issue #17

Welcome to this week's newsletter, discussing why people don't connect with climate change news, why

Laurent Haug

June 29 · Issue #17 · View online
News and thoughts on society's ongoing transformation.

Welcome to this week’s newsletter, discussing why people don’t connect with climate change news, why millennials are likely just a weak signal of things to come for the whole population, and how to navigate the flurry of strategic frameworks out there. If you received a forward of this newsletter and want to subscribe, point your browser here.

Why people don't give a crap about climate change
Climate change is a peculiar topic: so important, yet it fails to connect with most people. A psychologist explains why, which is something every journalist out there should read.
Studies have shown that over 80 percent of newspaper articles on IPCC climate change reports have used the catastrophe framing. Also, many journalists have extensively quoted active deniers to give “both” sides a voice, a practice which creates a “false balance.”
The main shift [that needs to happen is to start] telling stories about the people making the change happen; focusing on opportunities, solutions, and true green growth. From psychology, we know that the best mix to create engagement and creativity is a [ratio] of one to three in negative to positive stories.
My own research has resulted in four main groups of narratives that are and need to be told:
a) green growth opportunities
b) better quality of life, i.e. what does a low-carbon society look like?
c) the ethical stewardship story
d) stories on re-wilding and the resilience of nature
The more people start believing we can create a better society with lower emissions, the sooner they can start taking action.
Millennials are probably just an indicator of where life is headed for everyone
I’ve long questioned the relevance of pinpointing millennials as totally different people from what the world has ever known (see this Facebook post). This NYT article raises good questions on that topic, showing how marketers wish Millennials were indeed a very different set of people, while the reality is probably more complicated.
Though millennials are hailed as the first generation of “digital natives,” the over-40 (and 50 and 60) sets have become pretty adept when it comes to smartphones and other devices. […]
Ravi Dhar, the director of the Center for Customer Insights at the Yale School of Management, said the attributes that businesses were ascribing to millennials — including a dependence on technology — applied to the population as a whole.
“How people shop and consume information, that’s really changing beyond the millennials,” he said.
This month, the market research firm Forrester issued a report titled: “The Kids Are Overrated: Don’t Worry About the Millennials.”
It noted that consumers in their 20s were overwhelmed with educational debt and that those baby boomers were more affluent and bigger spenders, unhip though they may be.
“While some businesses must target millennials because of the nature of their products, most do not need to,” the report said. “When such companies do pine for twenty-somethings, they resemble the desperation of a nerdy teenager who, smitten with a prom queen, forlornly asks, ‘Why doesn’t she love me back?’ ” […]
Millennials, especially their dependence on technology, are probably just a leading indicator of where life is headed for everyone.
Navigating dozens of business strategies
Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win — or forget about a sustainable competitive advantage altogether?
To address the combined challenge of increased dynamism and diversity of business environments as well as the proliferation of approaches, the authors of this HBR article propose a unifying choice framework: the strategy palette. This framework was created to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches.
The strategy palette consists of five archetypal approaches to strategy — basic colors, if you will — which can be applied to different parts of your business: from geographies to industries to functions to stages in a firm’s life cycle, tailored to the particular environment that each part of the business faces.
See the list of strategy frameworks, quite impressive and confusing indeed.
Art project of the week
Le petit chef
Startups, gadgets and tools
Envoy, reinventing the visitor registration
Quill Engage, automatically generated articles from Google analytics data
Greenhouse recruitment and applicant tracking software
GuideSpark, employee communications
In Vision, design for your clients, collaborate with them effortlessly
Counties scramble to update licensing software after same-sex marriage decision
Everyday collective intelligence
Harvard professor: 'Twitter is rapidly becoming the BlackBerry of social media'
Biotech firm creates fake rhino horn to reduce poaching
Daily Mail, WPP and Snapchat to launch native advertising agency
Barclays to explore financial applications of blockchain
Lenovo unveils a $130 PC on a stick running Windows
Farewell to Circa News
This week's link for parents
Why I'm Teaching My Daughter To Program - Forbes
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