Small Change (The New Yorker - Gladwell)

Malcolm Gladwell explores the lack of depth and commitment that comes via online social media. And how well-defined hierachies, led by strong leaders is important to creating substantial results.

As he suggests (paraphrasing), the next revolution won't be carried out by using Twitter or Facebook ... it'll be too fast and personal for people to be fiddling with their iPads or whatever.

(during the Mississippi Freedom Summer Project of 1964) ... the Student Nonviolent Coordinating Committee recruited hundreds of Northern, largely white unpaid volunteers to run Freedom Schools, register black voters, and raise civil-rights awareness in the Deep South. “No one should go anywhere alone, but certainly not in an automobile and certainly not at night,” they were instructed. Within days of arriving in Mississippi, three volunteers—Michael Schwerner, James Chaney, and Andrew Goodman—were kidnapped and killed, and, during the rest of the summer, thirty-seven black churches were set on fire and dozens of safe houses were bombed; volunteers were beaten, shot at, arrested, and trailed by pickup trucks full of armed men. A quarter of those in the program dropped out. Activism that challenges the status quo—that attacks deeply rooted problems—is not for the faint of heart.

What makes people capable of this kind of activism? The Stanford sociologist Doug McAdam compared the Freedom Summer dropouts with the participants who stayed, and discovered that the key difference wasn’t, as might be expected, ideological fervor. “All of the applicants—participants and withdrawals alike—emerge as highly committed, articulate supporters of the goals and values of the summer program,” he concluded. What mattered more was an applicant’s degree of personal connection to the civil-rights movement. All the volunteers were required to provide a list of personal contacts—the people they wanted kept apprised of their activities—and participants were far more likely than dropouts to have close friends who were also going to Mississippi. High-risk activism, McAdam concluded, is a “strong-tie” phenomenon.

This pattern shows up again and again. One study of the Red Brigades, the Italian terrorist group of the nineteen-seventies, found that seventy per cent of recruits had at least one good friend already in the organization. The same is true of the men who joined the mujahideen in Afghanistan. Even revolutionary actions that look spontaneous, like the demonstrations in East Germany that led to the fall of the Berlin Wall, are, at core, strong-tie phenomena.

However, the many, but weak ties enabled by social media (e.g. a thousand Facebook 'friends') does beneficially serve us in particular areas: 

There is strength in weak ties, as the sociologist Mark Granovetter has observed. Our acquaintances—not our friends—are our greatest source of new ideas and information. The Internet lets us exploit the power of these kinds of distant connections with marvellous efficiency. It’s terrific at the diffusion of innovation, interdisciplinary collaboration, seamlessly matching up buyers and sellers, and the logistical functions of the dating world. But weak ties seldom lead to high-risk activism.

According to this report, hierarchies are essential to strong ties:

Morris points out in his superb 1984 study, “The Origins of the Civil Rights Movement,” a carefully demarcated division of labor, with various standing committees and disciplined groups. “Each group was task-oriented and coordinated its activities through authority structures,” Morris writes. “Individuals were held accountable for their assigned duties, and important conflicts were resolved by the minister, who usually exercised ultimate authority over the congregation.”

This is the second crucial distinction between traditional activism and its online variant: social media are not about this kind of hierarchical organization. Facebook and the like are tools for building networks, which are the opposite, in structure and character, of hierarchies. Unlike hierarchies, with their rules and procedures, networks aren’t controlled by a single central authority. Decisions are made through consensus, and the ties that bind people to the group are loose.

Read more at The New Yorker