The Observer Effect and the Glass Half Full

I’ve been thinking about how people modify their behavior, and how organizations can move towards a climate of higher board fundraising function.

In the sciences, when subjects alter their behavior because a researcher is watching, that’s called an observer effect. It means that if the subject knows you are there, you never know if what you are measuring is their true reaction, because people (and other sentient beings) try to please. The very act of watching changes the action. Hence the growth of double-blind studies, and other ways to obfuscate the focus of the observation.

But enough of physics and psychology; how does this work in fundraising?

People rise to the expectations we have of them (if they can). They want to please.

In fundraising, putting the behavioral sciences to work means taking tasks out of hidden space and into public space, where others can observe…and appreciate. Out of people’s bedrooms (“Please take a bunch of invites to send out”) and into the board rooms (“Let’s make a date together to meet with Joe”).

It’s one of the differences between giving board members five phone calls to make on their own…or having them participate in peer-based phone-a-thons. And it’s at the essence of why committee meetings are so effective – they provide a space for board members report on progress, and to know that others are watching as they do so.

Would they have done the same thing if no-one could see? Maybe yes, but often not.

This is why bringing in a consultant is often so effective – or one of the reasons why. People simply behave better when they’re watched – they grow into their doppelganger, their better-self alter ego.

But now, let’s combine this with the “glass half full” effect on human motivation: that when we think the glass is half full, we feel buoyed, readier to buckle down and go the final mile. “We’re half-way there!” we think – instead of “Look how far we still have to go.” The message is: “We can do this, we’ve already done it, it might be hard but we’re capable of it and look at the rewards.”

These concepts can work together to establish a climate where board members are successful at fundraising, and share their success, which motivates them (and others) to be even more successful, and so on.

And sometimes it’s up to the staff to find and name that success; it doesn’t always come naturally when board members are in the middle of it. People tend to focus on how far they have to go…instead of celebrating their progress to date. Recognizing board members for little steps taken, in front of their peers – helps them, and their peers, up the mountain.

I think that’s our job in managing our boards – in fundraising and in other areas as well. To remind them of their successes, indeed to name that success, in order to build the confidence – and the courage – to reproduce and build on it.

Watch the success, name the success, encourage the success…