Social Organization Weekly Digest Vol.17 (2012) Содержание The Power And Wisdom Of Crowds And Community ................................................................................... 1 WHERE GOOD IDEAS COME FROM ............................................................................................................... 2 Online Community Building: Rules of the Road ............................................................................................ 3 Online Communities...................................................................................................................................... 4 Почему организациям следует управлять использованием социальных сетей и документировать размещаемые в них материалы................................................................................................................. 5 Crowdsourcing, Co-op Game Mechanics, and Rewards without Badges ..................................................... 6
Social Organization
The Power And Wisdom Of Crowds And Community АВТОР: Maria ДАТА ПУБЛИКАЦИИ: Feb 4, 2011 ИСТОЧНИК: http://www.nimble.com/blog/2011/02/04/the-power-of-crowds/ АННОТАЦИЯ: мы продолжаем публиковать материалы, в которых затрагивается вопрос о роли и функциях комьюнити-менеджера, и предлагаем вашему вниманию необычную многоуровневую систему распределения ролей. Ее автор разграничивает 25 основных ролей комьюнити-менеджера внутренние, внешние и посреднические, и подробно характеризует каждую из них. LEADING THOUGHTS I was working on a blogpost the other day, talking about humanness in corporate social media, as well as the phenomenon of the professional and personal worlds blending. I knew that somewhere, a long time ago, I came across someone’s personal anecdote about receiving more compassion in a service role after adding a photo with kids to social media avatars. For the life of me, I couldn’t think of who said that, about what company, or what the platform of expression was (tweet, blog, forum, etc). Go figure! Tricia and I scoured Google and Twitter search for mentions of anything that had the words “kids, service, avatar, compassion” — you get the point. Nothing! It’s was much like finding a proverbial needle in a haystack. Because I knew this example existed, and because I’m stubborn and curious, I just couldn’t give up yet. The very first idea that came to my mind was to tweet and ask anyone who was listening to point me in the right direction. And then, the most amazing thing happened. Our friend Mitch Lieberman ended up publicly replying to me and to a woman named Kira, whom I hadn’t had the pleasure of meeting yet. He mentioned that she had had this same experience in her work at Intuit. Nice! Then another awesome thing happened: Kira was incredibly gracious and generous to chat with me on Twitter and email me her story as a follow up. All of this happened in the span of one evening. I was so incredibly happy for two main reasons. Firstly, I had a real, personal story to share. Secondly, it made me think of all the things I love about the social web: conversation, collaboration, sharing. Even though traditionally. the term “crowdsourcing” is used for more involved projects, where solutions are submitted and voted on (Wikipedia defines it as a “distributed problem-solving and production mode”), the meaning has expanded to include a simpler process of asking questions and delivering answers inside of a community, which this is an example of. Whether you call it crowdsourcing or just a simple conversation, the result is clear: leveraging the “collective brain” of the community produces a higher-quality result in a more efficient way than you would produce alone. This is simply due to the fact that the “collective brain” and the collective experience is simply richer than an individual’s. This is why teamwork and collaboration are so important. When you crowdsource from a community, however, you are enabling collaboration with not only people you ordinarily work with or know, but also people you don’t know — sometimes, people you may not have met in another circumstance. And I think being able to work with a stranger, who becomes a partner, is beyond cool. To be able to tap into the “collective brain” and make it work for you, you should keep the following points in mind: Trust and relationships are everything. Just like with everything on the social web, for any collaborative project to work, there will need to be a baseline of trust. You are more likely to trust the word of someone who is in your network, or at least adjacent to it. Tools like LinkedIn, for example, allow you to see “degrees of connection” — the closer to yourself the connection is, the more likely to be trusted. On Twitter, as in the example I gave above, the connection came through a mutual friend. This did two things: I was able to trust Kira as a high-quality source, and she was more likely to spend time helping me, because I was a friend of a friend.
Social Organization Become a member of the community first. This goes along with the previous points. If people trust you, know who you are, and you are known for being helpful, you will have an easier time with each “ask”. The more you become a trusted member of the community, the stronger and bigger your network will get. Size does matter, but only when quality is emphasized equally. For a call for help to be answered, it has to be heard first. Without a sizable and engaged community, or an ability to get to this community, your plea will fall on deaf ears. Asking for help appeals to a basic human need. People are social creatures, and a basic human desire is to be helpful to others, especially those to whom you feel some kind of affiliation — either through sharing a tribe, profession, a friendship of some sort. When you ask people to help, as long as you do it in a way that benefits not just you, but also others, a basic human instinct is to be helpful. You need to give back. That being said, you should always be careful of not asking too many things without contributing something back. The whole concept of social capital rests on a perceived mental balance of credits and debits into your “account”. Are you someone who gives and helps? If yes, then others will want to help you. If not, probably less likely to do so. The “golden rule” is alive and well, and you should treat others the way you want to be treated. An important corollary is also “Don’t go to the well too many times,” because you certainly don’t want to be known as someone who doesn’t understand the value of a give-and-take. Because social media is such a huge part of my daily life, it’s easy to get desensitized to the small and amazing ways in which it moves my personal and professional life forward. The above was just such an example. It wasn’t earth-shattering, but it’s the little things that matter and make up your entire experience online. On this Friday afternoon, I’d love to extend a sincere thanks to our community for being awesome and a real family.
WHERE GOOD IDEAS COME FROM АВТОР: Steven Johnson ДАТА ПУБЛИКАЦИИ: 17.09.2010 ИСТОЧНИК: http://www.youtube.com/watch?v=NugRZGDbPFU&feature=youtu.be АННОТАЦИЯ: мы продолжаем публиковать материалы, в которых затрагивается вопрос о роли и функциях комьюнити-менеджера, и предлагаем вашему вниманию необычную многоуровневую систему распределения ролей. Ее автор разграничивает 25 основных ролей комьюнити-менеджера внутренние, внешние и посреднические, и подробно характеризует каждую из них.
Social Organization Online Community Building: Rules of the Road АВТОР: Mitch Arnowitz ДАТА ПУБЛИКАЦИИ: April 19, 2012 ИСТОЧНИК: http://socialmediatoday.com/mitcharnowitz/492200/online-community-building-rules-road АННОТАЦИЯ: мы продолжаем публиковать материалы, в которых затрагивается вопрос о роли и функциях комьюнити-менеджера, и предлагаем вашему вниманию необычную многоуровневую систему распределения ролей. Ее автор разграничивает 25 основных ролей комьюнити-менеджера внутренние, внешние и посреднические, и подробно характеризует каждую из них. Online community building skills come in handy whether you're using social networks, email lists or web forums to build relationships. Traction, or getting people engaged, is becoming the holy grail of social media marketing. We've compiled the following Rules of the Road, culled from our experience with clients. We hope that some of these rules help your online community building efforts. Facilitate rather than moderate: Managing an online community is art more than science. Facilitation allows you to work through members rather than broadcast to them, or even try to control the conversation. Facilitation means that you, as the leader, take a back seat and encourage members to lead the conversation. This strategy helps foster a self-sustaining group with members helping members, instead of waiting for the group leader to respond.nce with clients. We hope that some of these rules help your online community building efforts. Establish the ground rules and netiquette early on: How will the group be moderated? Is there a certain format you'd like members to use? Will you discourage cross-posting from similar groups? It makes sense to post community rules early on so that members can familiarize themselves, and you can point to them if necessary. Be responsive: A good online community leader helps members and responds to issues in a timely manner. If a participant posts a question that goes unanswered, the leader might solicit input from other individuals both inside and outside of the group. If off-topic conversation becomes an issue, the leader might send through a friendly reminder. A leader might also have to act as a parent, occasionally mediating discussions that get out of hand and pulling members out of the "sandbox" for a "timeout." Choose your battles: Silence is sometimes golden. Taking a deep breath before hitting the Send or Post button can work well. It also makes sense to take a long view when dealing with situations that come up. At the sake of repeating myself, managing an online community is an art more than science. Over time, intuition should offer clues on conversations that merit a response. At the same time, don't be afraid to exert authority when it's warranted. Set the tone and find your voice early on: Initially, members will follow the leader. It's important to define the culture of the online community so members understand ground rules and expectations, but are not deterred from participating. Creating a community "voice" is also a big part of that culture. Will your group be casual or more buttoned up? Create discussions and ask questions in a non-controlling way that encourages participation and sets the tone. Invite the right people to your party: Doing a bit of research and outreach to cultivate a core group of participants is smart. Who are the leaders in your space and what other groups do they participate in? Who are your competitor and "coopitor" groups? Reach out to leaders or participants and make friends! Invite those with similar interests into your online community and build your membership base early on. Consider content curation: Community discussions will undoubtedly create solid content. Consider curating and posting this content somewhere in your group or, on your website or blog. Member-generated content offers value and can also be used to market your group.
Social Organization Here's an example of community-generated content that was mined from the Netpreneur AdMarketing Community. Use an organic growth strategy: A bottom-up, grassroots approach to community-building ensures your chance for success. In our experience, the alternative "build it and they will come" strategy isn't as effective. It makes sense to start with a core group of participants, gain traction and then build from there. Better to have a smaller engaged group than a large community of lurkers! Learn from the pros: There is much to be learned from the early pioneers of online community building! Here, I'm talking about the likes of Howard Reingold, Nancy White and Amy Jo Kim. For additional brainpower, check out this short post by Craig Newmark, Richard Millington's blog, or how Cisco's online community for Networking Professionals got started. Have fun and remember, its never about the technology but always about the people: They say people can tell when you're smiling even when they can't see your face, and I believe that's true. If you're going to make the commitment to manage a group, choose a topic or area that you love and one that will help your personal branding. These days, we hear much talk of social media platforms, SaaS solutions and automated communities. At the end of the day, it's never about the technology but it is always about the people.
Online Communities АВТОР: DJ Waldow ДАТА ПУБЛИКАЦИИ: April 2012 ИСТОЧНИК: http://econsultancy.com/uk/reports/online-communities-part-one-starting-a-community АННОТАЦИЯ: мы продолжаем публиковать материалы, в которых затрагивается вопрос о роли и функциях комьюнити-менеджера, и предлагаем вашему вниманию необычную многоуровневую систему распределения ролей. Ее автор разграничивает 25 основных ролей комьюнити-менеджера внутренние, внешние и посреднические, и подробно характеризует каждую из них. Online Communities is a multipart series that guides marketers through the construction, upkeep, and leverage of a digital community. The four reports in this series aim to help marketers learn the best ways to conduct conversations across multiple platforms, come to understand the utility of email marketing, detail how to gather feedback, offer support, and, finally, convert community members into buyers. The author, DJ Waldow, is a marketer, social community manager and frequent blog author who writes from his experience building communities for clients in a variety of industries including retail, travel & tourism, and not-for profit. This first report in this series, published in January 2012, explores the foundational concepts of community, the advantages for companies who take the time to build them, and explores the preliminaries of using the largest community-facilitating digital services. The second report, published in April 2012, uses detailed case studies to demonstrate how brands can connect with an audience across multiple social media sites. Download the first two reports to learn more: - Online Communities Part One: Starting a Community - Online Communities Part Two: Engaging Your Community Across Multiple Platforms Reports included in this bundle - Online Communities Part Two: Engaging Your Community Across Multiple Platforms - Online Communities Part One: Starting a Community
Social Organization Почему организациям следует управлять использованием социальных сетей и документировать размещаемые в них материалы АВТОР: Наташа Храмцовская ДАТА ПУБЛИКАЦИИ: 13 мая 2012 г ИСТОЧНИК: http://rusrim.blogspot.com/2012/05/blog-post_9813.html АННОТАЦИЯ: мы продолжаем публиковать материалы, в которых затрагивается вопрос о роли и функциях комьюнити-менеджера, и предлагаем вашему вниманию необычную многоуровневую систему распределения ролей. Ее автор разграничивает 25 основных ролей комьюнити-менеджера внутренние, внешние и посреднические, и подробно характеризует каждую из них. В апреле 2012 года фирма Osterman Research опубликовала «белую книгу» под названием «Почему организациям следует управлять использованием социальных сетей и архивировать их» (Why All Organizations Need to Manage and Archive Social Media). Отчет доступен по адресу http://www.ostermanresearch.com/whitepapers/download160.htm (перед скачивание требуется пройти быструю бесплатную регистрацию). В основу исследования легли статистические материалы, собранные в ходе проведенного в первом квартале 2012 года опроса. Сообщается ряд любопытных цифр: так, «средний сотрудник тратит 28 минут в день на использование социальных сетей в рабочее время (помимо их использования в своё свободно время), или на 2,9 рабочих недели в год. И хотя использование социальных сетей на рабочем месте способно дать немалую отдачу, существуют и риски, которые были выявлены в ходе того же опроса: - У 24% организаций были случаи проникновения вредоносных программ через Facebook, у 7% - через Twitter, и у 7% - через LinkedIn. - Были случаи утечки важной либо конфиденциальной информации через Facebook у 13% организаций, через Twitter – у 9% и через LinkedIn – у 10%. - От 73% до 79% организаций не документируют контент, выложенный их сотрудниками в социальных сетях из этой «большой тройки». - В 13% организаций были случаи увольнения сотрудников из-за материалов, размещенных ими в социальных сетях. Несмотря на проблемы, связанные с применением социальных сетей, в 81% организаций либо разрешено использование Facebook, либо политики, ограничивающие или запрещающие его использование, не реализуются на практике. То же самое происходит в отношении использования Twitter в 84% организаций, и LinkedIn - в 94% организаций. Более того, только 19% организаций развернули социальные платформы корпоративного класса, которые, в отличие от общедоступных инструментов, таких как Twitter или Facebook специально предназначены для использования сотрудниками, деловыми партнерами и т.д.» Основные выводы На основе полученных результатов, аналитики фирма Osterman Research делают следующие выводы и рекомендации: «Хотя социальные сети могут быть чрезвычайно полезны, их использование должно надлежащим образом управляться - точно так же, как и
Social Organization использование любых других корпоративных средств для информационного обмена и совместной работы. С этой целью, организации следует выполнять следующие пять рекомендаций: - Разрабатывать, обеспечивать исполнение и актуализировать политики надлежащего использования социальных сетей, - Сохранять деловые документы, присутствующие в проходящих через социальных сети потоках информации, которые могут потребоваться для исполнения законодательнонормативных требований, - Проводить мониторинг входящего контента в социальных сетях на наличие вредоносных программ и других угроз, способных привести к краже корпоративных данные, денежных средств или вызвать иные проблемы. - Проводить мониторинг исходящего контента в социальных сетях, чтобы предотвратить отправку из организации конфиденциальных данных или материалов оскорбительного содержания, - Рассмотреть возможность внедрения корпоративных социальных платформ в дополнение к «публичным» платформах, таким как Facebook и Twitter, что могло бы способствовать решению перечисленных выше проблем.» Источник: сайт фирмы Osterman Research. http://www.ostermanresearch.com/whitepapers/download1 60.htm
Crowdsourcing, Co-op Game Mechanics, and Rewards without Badges АВТОР: Ivan Kuo ДАТА ПУБЛИКАЦИИ: May 7th, 2012 ИСТОЧНИК: http://gamification.co/2012/05/07/crowdsourcing-co-op-game-mechanics-and-rewardswithout-badges/ АННОТАЦИЯ: мы продолжаем публиковать материалы, в которых затрагивается вопрос о роли и функциях комьюнити-менеджера, и предлагаем вашему вниманию необычную многоуровневую систему распределения ролей. Ее автор разграничивает 25 основных ролей комьюнити-менеджера внутренние, внешние и посреднические, и подробно характеризует каждую из них. The Following is an Op-Ed piece by Mark Burgess of Trapster: At its heart, gamification uses game logic and mechanics to solve problems, engage users, and build loyalty. In the popular media, though, this often translates to nothing more than a process of action and reward – activity for digital validation. There are, however, more to modern game mechanics than unlocking achievements, and it just might be possible that gamification can be effective without the displayable collection of badges.
Social Organization Cooperative game play and crowdsourcing have a lot in common because they involve more than one person working toward a common goal. In the realm of gamification, well-known crowdsourcing examples like Foldit involved a huge population in a game to further a study or provide data for their project. The gamification aspects include advancing through difficulty levels and earning different kinds of digital validation. These rewards for the gamer, though, are still just for the individual gamer. True cooperative game play has to reward the group of gamers as a whole. Is a Better Product Enough Incentive? Trapster is an app that alerts drivers to speed traps, road hazards, school zones, car accidents, icy roads, and much more. The app depends on user participation to deliver quality information in real time to other drivers on the road, so the question in cases like this is whether or not there is enough incentive to drive the necessary participation. Trapster learns the credibility of speed traps and hazards based on how many users agree that it exists, and it can also learn the credibility of each user over time. Put this information together and you get a sort of radar detector crossed with up-to-the-minute traffic reports. However, it’s important to remember that the information you receive is only as good as the lever of participation by its users. Trapster does not, for example, offer any badges for reporting the location of 15 red light cameras in a day. They don’t unlock the ability to report construction zones only after you reliably report a flooded road. You won’t even get a special acknowledgement for reporting a speed trap that is immediately marked as having a high level of confidence in its accuracy. So without these rewards so often seen as part of gamification, does an app like Trapster fit in to the normal definition? The only reward for participation and loyalty is a noticeably better product and experience. Is that enough to move crowdsourcing into the realm of cooperative game mechanics? The Difference between Co-op and Crowdsourcing The cooperative game mechanic is built around the idea of more than one person succeeding at the same time. While it could be argued that the standard crowdsourcing model involves winners on both sides of the equation, it is not quite the same. Crowdsourcing may involve a large number of people using some form of a game system to solve a problem, but at its heart it is still a matter of asking a single person (well, a lot of single persons) to do something for an individual reward. A cooperative mechanic, on the other hand, is about being rewarded together, and that reward getting better as the level of participation increases.