Value Exchange Dissonance, or, don’t hand me a flyer.

Whenever I walk somewhere, and someone hands me a flyer, it’s like they’re telling me, “Here, you go throw this away.”
-Mitch Hedberg

29 Indian Food!
Image by wilyumzzz via Flickr

If you’ve ever walked down a street in midtown Manhattan, you’ve most likely been in the uncomfortable position of being handed a flyer for a restaurant, club, event, whathaveyou.  It never struck me before, but this is a great example of Value Exchange Dissonance.

Value Exchange Dissonance is something I just made up.  It describes a situation in which one party takes an action that they believe provides enough value to prompt an action by another party, when the other party feels it is an imposition on them (negative value).

When a person hired by a restaurant hands you a flyer, here’s what their perception of the exchange is:

“Greetings, random person in the neighborhood! Here is a free menu with information on all the wonderful things you can eat at my establishment.  Now, come and have a meal at my restaurant. It’s the least you can do, after I provided you with this information!”

Taking our knee-jerk social marketer hats off for a moment, let’s now look at the experience from the point of view of the person receiving the flyer.

“Here I am just going about my day, on my way somewhere, and some random person thrusts a piece of paper at me, disrupting my personal space, my rhythm, distracting me from whatever I’ve been thinking about and pushing their message at me without regard for my interest or where my attention was.  If I was hungry, I’d go to a restaurant that didn’t need to disrupt my day.  I don’t even like Indian food!  Screw this place.”

Value Exchange Dissonance.  To the extreme.  And the end result is the opposite of what was intended.

There is a crucial point there.  A marketing engagement is valuable or not valuable based on the POV of the ‘receiver’ of the engagement.

In this case, if 0 is the baseline, handing someone a flyer may have a +3 perceived value for the restaurant, but if its a -6 to the recipient, it still nets out at -3.

This is why User Experience is so important.  There are lots of examples of otherwise well-meaning people and organizations who may genuinely not be paying attention to how the experience plays out for the other side.

Are you paying attention to how you may create or destroy value in an experience? Or are you another victim of Value Exchange Dissonance?

Recognizing and embracing true value: How do we address fear?

When we talk about values we enjoy when it comes to people, things that often come up are kindness, approachability, warmth, humor, a connection and openness to others and the world around them (often described as ‘lighting up a room’), and a willingness to include those around them in whatever is going on. These are pretty globally attractive characteristics, and those who display them are frequently well-loved and respected wherever they go.


Scared (Photo credit: Melissa Segal)

In business, however, I feel as though there is a disconnect from embracing these same values. Kindness becomes weakness.There is a fear that making your business approachable will somehow lead to being taken advantage of by customers (or worse yet, ignored). People are afraid that being open to others will lead to competitors stealing their ideas, or that somehow the company will be ‘exposed’ as less than it claims, and that will lead to something drastic.


These insecurities are quite human and understandable, when we’ve been taught in business (and in our personal lives) that we must portray an image of a secure, independent and successful entity who is not reliant on anyone at all times, or risk losing social status.

What we’re coming to understand is that ‘projecting an image’ is a sure way for people to want to keep their distance. I’m sure everyone reading this knows at least someone who may be a good person underneath, but could commonly be described as someone who ‘tries too hard’ or is ‘always on’. When you think about your reaction to that person, it’s probably something approaching pity, rather than an honest inclination to connect, engage and have a valuable exchange with that person. I’m sure everyone can think of companies (and in fact entire industry trends) that are trapped in fear.

The interesting thing about the world we live in is that those entities are brought into stark relief, as more and more places are embracing a new value of openness, and finding that success follows shortly thereafter. More importantly (I think), the public nature of these interactions allows for people to share in those successes. As follower counts grow for companies that embrace openness like JetBlue, Zappos, Starbucks, they are finding that their goals are being cheered on by the public. People actually want these companies to make money. This would be so far removed from reality even ten years ago as to be absurd.

So, how can we work with companies rooted in fear to open them up to the opportunities? I certainly don’t have all the answers, but I would imagine it begins by showing them the effectiveness of a more human approach, and talking out their fears with them. As with anything in life, the antidote to fear is love and compassion. To those change agents among us, are you approaching your clients this way, to address, alleviate and walk them through their fears? If not, it might be an interesting exercise.