The #MeToo Backlash


An article on the unintended consequences and backlash after the #MeToo gained momentum.

Because the data was collected soon after the #MeToo movement gained momentum, and because much of it focused on expectations, the researchers conducted a follow-up survey (with different people) in early 2019. This revealed a bigger backlash than respondents had anticipated. For instance, 19% of men said they were reluctant to hire attractive women, 21% said they were reluctant to hire women for jobs involving close interpersonal interactions with men (jobs involving travel, say), and 27% said they avoided one-on-one meetings with female colleagues; only one of those numbers was lower in 2019 than the numbers projected the year before. The researchers say that some of the behaviors are manifestations of what is sometimes called the Mike Pence rule—a reference to the U.S. vice president’s refusal to dine with female colleagues unless his wife is present. “I’m not sure we were surprised by the numbers, but we were disappointed,” says Rachel Sturm, a professor at Wright State University who worked on the project. “When men say, ‘I’m not going to hire you, I’m not going to send you traveling, I’m going to exclude you from outings’—those are steps backward.”

The complete article

Leanne E. Atwater, Allison M. Tringale, Rachel E. Sturm, Scott N. Taylor, and Phillip W. Braddy — Harvard Business Review

What’s the Value of a Like?


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Like is everywhere. It has become a tool of validation. This needull explores the value of a like. Does it really transform to more business?

But that study and others like it contain a fatal logical flaw: They confuse cause and consequence. It’s possible that getting people to follow a brand on social media makes them buy more. But it’s also possible that those who already have positive feelings toward a brand are more likely to follow it in the first place, and that’s why they spend more than nonfollowers. In 23 experiments conducted over the past four years and involving more than 18,000 people, we used an A/B testing method to explore a crucial counterfactual: what followers would have done had they not followed a brand. Given the millions of dollars in marketing budgets that flow to social media at many companies, the distinction is not trivial. It has enormous implications for marketers’ resource allocations and for how they manage their brands’ social media presence.

The complete article

Leslie K. John, Daniel Mochon, Oliver Emrich, Janet Schwartz — Harvard Business Review

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