The latest thinking on social networks explains why new technologies and innovative behaviors really spread. It’s not about “going viral.”
When Twitter launched in March 2006, the earth did not move. Its founders and a few early funders were excited about the technology, but the microblogging site was not the immediate blockbuster you might imagine it was, given that it now has more than 300 million users and has become a wildly influential marketing tool for businesses, nonprofits, and even politicians. Rather, Twitter crept along in its early months, growing slowly.
So, what happened to transform it from another also-ran into one of the largest communication platforms in the world?
Twitter seems on the surface to be the kind of technology that journalist Malcolm Gladwell and Wharton School marketing professor Jonah Berger refer to as “contagious.”1 To jump-start Twitter’s growth, its founders decided to promote it at a South by Southwest (SXSW) Interactive conference in 2007, where it was a big hit. From there, people assume it rapidly spread across the United States through the internet, thanks to social contacts connected by what network researchers call “weak ties” and “long bridges.”2 Two years later, in 2009, Twitter adoptions were catapulted into a global orbit when a major opinion leader, Oprah Winfrey, sent her first tweet on her talk show.
That narrative is easy to grasp and compelling. It gives startups, and the people who invest in them, a road map for success. Unfortunately, it is also inaccurate, and the road map leads to a dead end.
In a very interesting study, Twitter’s actual growth pattern was revealed to be surprisingly geographic.3 Friends and neighbors adopted the technology from one another in much the same way people join a PTA fund-raiser or get excited about a candidate for town office. Twitter didn’t spread virally across the internet; it spread locally, like a grassroots social movement.
Although that explanation of Twitter’s success is less sensational than the usual “going viral” story, it is far more useful for understanding how social networks promote behavioral change. And it corresponds with a growing body of research that describes behavioral change as a complex contagion, which needs reinforcing ties and wide bridges to spread. We’ll explore those concepts here. They are key elements in a diffusion playbook for companies attempting to launch innovations and facilitate both customer and employee adoption.