The document provides a "Baker's Dozen" (13 items) of insights and recommendations for knowledge management from various experts. It includes collecting content and connecting people, trying things out and improving iteratively, and leading by example and modeling behaviors. It also lists 13 blogs, communities, conferences and other resources for knowledge management.
Knowledge management involves transforming information into value through sharing, reusing, collaborating on, and learning from intellectual assets. It provides processes and technologies to help the right knowledge flow to the right people at the right time. The document outlines various knowledge management strategies, components, benefits, and specialties to help organizations effectively implement knowledge management.
Presentation on April 7, 2016 to the Columbia University’s Master of Science in Information and Knowledge Strategy (IKNS) Program in the School of Professional Studies
Stan Garfield outlines a knowledge management vision for his organization in 10 points. The vision includes 1) establishing people, processes, and technologies to enable sharing, innovating, reusing, collaborating and learning. It also involves 2) providing a single global platform with access to communities, sites, repositories and tools, and 3) allowing interaction through various interfaces. The vision aims to promote knowledge sharing across the organization.
The document outlines 10 ways to build expertise: 1) assess yourself, 2) read books and online materials, 3) join communities, 4) attend conferences, 5) use social media, 6) present and teach, 7) publish content, 8) attend training, 9) learn by doing, and 10) find a mentor. It provides details on each method, including specific resources and advice. The overall aim is to help individuals identify areas of expertise and guide ongoing learning through diverse activities.
The document outlines 10 principles for successful communities of practice:
1. Communities should be independent of organizational structure and based on shared topics of interest.
2. Communities are groups of people, not teams or online tools, who voluntarily interact around topics.
3. Community participation should be voluntary, with leadership attracting members through valuable discussions.
90-9-1 Rule of Thumb - Fact or Fiction?Stan Garfield
The document discusses the 90-9-1 rule of thumb for participation in online communities, which suggests that 90% of members will not post or speak up at all, 9% will participate occasionally, and 1% will be very active regular contributors. However, several data sources presented in the document show participation levels are often lower than this, with some communities having 95-4-1 or even higher levels of inactivity. While the 90-9-1 rule is often cited, the document examines evidence that actual participation ratios vary widely and are often less equitable than this rule of thumb suggests.
Presentation on April 7, 2017 to Columbia University’s Master of Science in Information and Knowledge Strategy (IKNS) Program in the School of Professional Studies
The document provides a "Baker's Dozen" (13 items) of insights and recommendations for knowledge management from various experts. It includes collecting content and connecting people, trying things out and improving iteratively, and leading by example and modeling behaviors. It also lists 13 blogs, communities, conferences and other resources for knowledge management.
Knowledge management involves transforming information into value through sharing, reusing, collaborating on, and learning from intellectual assets. It provides processes and technologies to help the right knowledge flow to the right people at the right time. The document outlines various knowledge management strategies, components, benefits, and specialties to help organizations effectively implement knowledge management.
Presentation on April 7, 2016 to the Columbia University’s Master of Science in Information and Knowledge Strategy (IKNS) Program in the School of Professional Studies
Stan Garfield outlines a knowledge management vision for his organization in 10 points. The vision includes 1) establishing people, processes, and technologies to enable sharing, innovating, reusing, collaborating and learning. It also involves 2) providing a single global platform with access to communities, sites, repositories and tools, and 3) allowing interaction through various interfaces. The vision aims to promote knowledge sharing across the organization.
The document outlines 10 ways to build expertise: 1) assess yourself, 2) read books and online materials, 3) join communities, 4) attend conferences, 5) use social media, 6) present and teach, 7) publish content, 8) attend training, 9) learn by doing, and 10) find a mentor. It provides details on each method, including specific resources and advice. The overall aim is to help individuals identify areas of expertise and guide ongoing learning through diverse activities.
The document outlines 10 principles for successful communities of practice:
1. Communities should be independent of organizational structure and based on shared topics of interest.
2. Communities are groups of people, not teams or online tools, who voluntarily interact around topics.
3. Community participation should be voluntary, with leadership attracting members through valuable discussions.
90-9-1 Rule of Thumb - Fact or Fiction?Stan Garfield
The document discusses the 90-9-1 rule of thumb for participation in online communities, which suggests that 90% of members will not post or speak up at all, 9% will participate occasionally, and 1% will be very active regular contributors. However, several data sources presented in the document show participation levels are often lower than this, with some communities having 95-4-1 or even higher levels of inactivity. While the 90-9-1 rule is often cited, the document examines evidence that actual participation ratios vary widely and are often less equitable than this rule of thumb suggests.
Presentation on April 7, 2017 to Columbia University’s Master of Science in Information and Knowledge Strategy (IKNS) Program in the School of Professional Studies
Communities of Practice: Principles and TipsStan Garfield
Presentation on April 11, 2014 to Columbia University’s Master of Science in Information and Knowledge Strategy (IKNS) Program in the School of Professional Studies
This document discusses strategies for building and managing online communities. It emphasizes that technologies don't change companies, people do, and that community engagement and strategy are key. It provides principles for collaboration like having clear goals linked to business purpose and experimenting to get feedback. It also discusses measuring engagement and business results to understand the impact of community efforts. The overall message is that successful communities meet business and member needs through strategic facilitation of shared interests and experiences.
The document provides an overview of how to use Twitter effectively, including the basics of Twitter such as character limits, integration with other tools, and third-party applications. It outlines 10 uses for Twitter including asking questions, sharing information, keeping current on topics, and building personal brands. Key Twitter features are described like following, hashtags, searching, favorites and lists. Tips are provided such as starting with a small number of follows, creating lists, setting notifications, including hashtags, and participating in chats.
1. The state of knowledge management is mixed, with some negative and positive indicators. Negatively, some KM programs, jobs, and communities have declined or been eliminated due to cost-cutting. Positively, KM conferences and university programs continue, and social business tools have improved knowledge sharing.
2. While fundamental KM needs remain, technology departments often don't support separate KM programs. Communities still have potential, and proven older approaches can be effective. KM survives but does not grow much.
3. Recent KM trends include knowledge retention, analytics, cognitive computing, enterprise social networks, chat tools, gamification, aggregation, and customization. The term "KM" has endured
- The document discusses online communities and how to create successful online communities of practice for educators. It defines online communities and communities of practice.
- It provides guidelines for designing successful online communities, including establishing clear aims, focusing on member needs, fostering trust, and being willing to change and adapt the community over time.
- Examples are given of two online communities for Scottish educators called Deputes Together and Heads Together that aim to reduce isolation and provide resources and support.
How To Build Vibrant Communities Within The EnterpriseDavid Terrar
How to build vibrant communities within the Enterprise - keynote presentation at the Enterprise 2.0 Forum, Koln, Germany, February12 2009, organized by KongressMedia
This document provides guidance on developing an effective social media strategy for non-profits. It discusses key elements to include in a social media plan such as purpose, goals, tools, implementation and evaluation. Ten tips for using social media effectively are outlined, such as treating it as a long-term investment, adding value for followers, and having a clear plan. Common challenges like loss of control and time demands are addressed. Examples of social media tools and non-profits using them well are also presented.
Taking Leadership Online: Developing Your Personal Social Media Voice4Good.org
How should you navigate the personal and professional boundaries in the world of social media, and what does that mean for your leadership? How does the social media buzzword “transparency,” translate into “leadership?” In this webinar, we will consider how nonprofit executive directors and other staff use social media personally to further the mission of their organization and translate their leadership online.
This document provides 10 tips for leading online communities: 1) carefully choose a topic; 2) publicize the community; 3) increase membership; 4) post and reply on discussion boards; 5) use blogs, newsletters and wikis; 6) schedule events; 7) provide useful content; 8) tell members how to participate; 9) set goals and measure progress; and 10) solicit and share success stories. The tips encourage community leaders to engage members through regular discussions, content sharing, and collaboration on events and projects.
conVerge 11: Connecting for Learning: Left and right, up and down (annotated)Nancy Wright White
The document discusses principles for connecting groups and networks through technology. It provides 30 tips for maximizing connections at conferences, including taking notes, engaging with other attendees, providing feedback, and following up after the event. It also explores how technology has changed collaboration, the roles of facilitators, network weavers and technology stewards in connecting people, and principles of connective design for building communities and networks across platforms.
Beth Kanter conducted a workshop for non-profit organizations on using social media more effectively. The workshop covered assessing an organization's current maturity with social media and networks, developing strategies and SMART objectives, creating content plans, and optimizing engagement. Participants worked on mapping their networks and developing social media plans. The workshop emphasized taking a networked approach, aligning social media with communications goals, and using data to improve strategies over time.
Communities of Practice: Conversations To CollaborationCollabor8now Ltd
What makes a successful Community of Practice?
This presentation looks at the key ingredients, with particular emphasis on the role of the community facilitator for building trust and cooperation, enabling conversations to become active collaboration and co-production.
Creating and Sustaining Successful Networks focused on providing best practices for building and maintaining effective networks. It discussed the importance of establishing a clear purpose and principles, understanding network structure, and utilizing appropriate tools and leadership approaches. Specific topics included defining success, incorporating new members, decentralizing networks, and leveraging both online and in-person interactions. The overall goal was to enhance participants' ability to develop healthy, impactful networks.
1. The document provides guidance on building professional learning communities, defining community, and examining effective community design principles.
2. It outlines steps for identifying a community of practice, prototyping the community, and launching it to engage new members and deliver learning benefits.
3. The document encourages participants to develop a community charter and identify leadership to sustain the community long-term through collaborative learning and knowledge sharing.
How to build a successful community of practiceSarah Loat
This document provides guidance on building successful communities of practice. It discusses that communities are repositories for information and experts on a particular subject. Successful communities have passionate leaders who share their time and expertise with members. It recommends community leaders regularly share knowledge and promote discussion. It then describes various roles that support communities, such as sponsors, knowledge managers, and moderators. It provides tips on using different community tools like blogs, microblogs, wikis, and events to engage members. It stresses the importance of peer support among community managers and evolving communities to promote collaboration.
Shareology and Social Media in Academia #SussexTELSue Beckingham
This document discusses sharing and social media in academia. It begins by quoting Ivan Illich who said education should empower all who want to share what they know and all who want to learn. It discusses how traditionally students learned alone but now collaboration and sharing are important for innovation. It says schools need to prepare students for a global world where issues transcend borders. Andreas Schleicher is quoted saying education used to be about knowledge but now it's about skills to navigate an uncertain world. The document discusses what people share online like personal photos and why like to feel connected. It covers leading social networks and how quickly some grew. It discusses motivations for sharing like managing information, relationships and self-fulfillment. In the end it
Resumes and Handbills Are Dead: Use Scenarios to Network Into JobsCSRA, Inc.
This document discusses how traditional resumes and job searches are outdated, and recommends using scenarios and social media to network into new opportunities. It argues that most jobs don't yet exist, and organizations can't keep up with market changes. It encourages developing a career mission and scenarios describing how one's skills could address problems and make an impact. The document provides tips on using LinkedIn, blogging, and Twitter to engage with others around one's mission and scenarios in order to make new connections and find new opportunities.
This document provides 10 tips for leading online communities. It recommends carefully choosing a topic that interests members, publicizing the community through existing groups and social media, and increasing membership to at least 50 people through invitations and incentives. It also suggests posting content regularly, scheduling online and in-person events, setting participation goals, and soliciting success stories from members. The overall aim is to build an engaged community around a shared interest through open discussion, collaboration, and sharing of knowledge.
The document discusses creating a social media plan. It provides tips for using social media including treating it as a tool, adding value for followers, using it for prospecting and stewardship, and having a clear plan with purpose, goals, tools, engagement strategies, and measurement. It also discusses setting up blogs and their benefits like telling an organization's story and building community.
You will be playing a modified version of Texas hold'em poker where cards represent laptop computers described by features like color, accessory, and price instead of regular playing cards. The goal is to build the strongest poker hand by selecting 5 cards and their features. Hands are ranked from weakest to strongest as one pair, two pairs, three of a kind, full house, and four of a kind. By winning rounds, you can win the laptop represented in your winning hand plus additional cash up to $600.
Communities of Practice: Principles and TipsStan Garfield
Presentation on April 11, 2014 to Columbia University’s Master of Science in Information and Knowledge Strategy (IKNS) Program in the School of Professional Studies
This document discusses strategies for building and managing online communities. It emphasizes that technologies don't change companies, people do, and that community engagement and strategy are key. It provides principles for collaboration like having clear goals linked to business purpose and experimenting to get feedback. It also discusses measuring engagement and business results to understand the impact of community efforts. The overall message is that successful communities meet business and member needs through strategic facilitation of shared interests and experiences.
The document provides an overview of how to use Twitter effectively, including the basics of Twitter such as character limits, integration with other tools, and third-party applications. It outlines 10 uses for Twitter including asking questions, sharing information, keeping current on topics, and building personal brands. Key Twitter features are described like following, hashtags, searching, favorites and lists. Tips are provided such as starting with a small number of follows, creating lists, setting notifications, including hashtags, and participating in chats.
1. The state of knowledge management is mixed, with some negative and positive indicators. Negatively, some KM programs, jobs, and communities have declined or been eliminated due to cost-cutting. Positively, KM conferences and university programs continue, and social business tools have improved knowledge sharing.
2. While fundamental KM needs remain, technology departments often don't support separate KM programs. Communities still have potential, and proven older approaches can be effective. KM survives but does not grow much.
3. Recent KM trends include knowledge retention, analytics, cognitive computing, enterprise social networks, chat tools, gamification, aggregation, and customization. The term "KM" has endured
- The document discusses online communities and how to create successful online communities of practice for educators. It defines online communities and communities of practice.
- It provides guidelines for designing successful online communities, including establishing clear aims, focusing on member needs, fostering trust, and being willing to change and adapt the community over time.
- Examples are given of two online communities for Scottish educators called Deputes Together and Heads Together that aim to reduce isolation and provide resources and support.
How To Build Vibrant Communities Within The EnterpriseDavid Terrar
How to build vibrant communities within the Enterprise - keynote presentation at the Enterprise 2.0 Forum, Koln, Germany, February12 2009, organized by KongressMedia
This document provides guidance on developing an effective social media strategy for non-profits. It discusses key elements to include in a social media plan such as purpose, goals, tools, implementation and evaluation. Ten tips for using social media effectively are outlined, such as treating it as a long-term investment, adding value for followers, and having a clear plan. Common challenges like loss of control and time demands are addressed. Examples of social media tools and non-profits using them well are also presented.
Taking Leadership Online: Developing Your Personal Social Media Voice4Good.org
How should you navigate the personal and professional boundaries in the world of social media, and what does that mean for your leadership? How does the social media buzzword “transparency,” translate into “leadership?” In this webinar, we will consider how nonprofit executive directors and other staff use social media personally to further the mission of their organization and translate their leadership online.
This document provides 10 tips for leading online communities: 1) carefully choose a topic; 2) publicize the community; 3) increase membership; 4) post and reply on discussion boards; 5) use blogs, newsletters and wikis; 6) schedule events; 7) provide useful content; 8) tell members how to participate; 9) set goals and measure progress; and 10) solicit and share success stories. The tips encourage community leaders to engage members through regular discussions, content sharing, and collaboration on events and projects.
conVerge 11: Connecting for Learning: Left and right, up and down (annotated)Nancy Wright White
The document discusses principles for connecting groups and networks through technology. It provides 30 tips for maximizing connections at conferences, including taking notes, engaging with other attendees, providing feedback, and following up after the event. It also explores how technology has changed collaboration, the roles of facilitators, network weavers and technology stewards in connecting people, and principles of connective design for building communities and networks across platforms.
Beth Kanter conducted a workshop for non-profit organizations on using social media more effectively. The workshop covered assessing an organization's current maturity with social media and networks, developing strategies and SMART objectives, creating content plans, and optimizing engagement. Participants worked on mapping their networks and developing social media plans. The workshop emphasized taking a networked approach, aligning social media with communications goals, and using data to improve strategies over time.
Communities of Practice: Conversations To CollaborationCollabor8now Ltd
What makes a successful Community of Practice?
This presentation looks at the key ingredients, with particular emphasis on the role of the community facilitator for building trust and cooperation, enabling conversations to become active collaboration and co-production.
Creating and Sustaining Successful Networks focused on providing best practices for building and maintaining effective networks. It discussed the importance of establishing a clear purpose and principles, understanding network structure, and utilizing appropriate tools and leadership approaches. Specific topics included defining success, incorporating new members, decentralizing networks, and leveraging both online and in-person interactions. The overall goal was to enhance participants' ability to develop healthy, impactful networks.
1. The document provides guidance on building professional learning communities, defining community, and examining effective community design principles.
2. It outlines steps for identifying a community of practice, prototyping the community, and launching it to engage new members and deliver learning benefits.
3. The document encourages participants to develop a community charter and identify leadership to sustain the community long-term through collaborative learning and knowledge sharing.
How to build a successful community of practiceSarah Loat
This document provides guidance on building successful communities of practice. It discusses that communities are repositories for information and experts on a particular subject. Successful communities have passionate leaders who share their time and expertise with members. It recommends community leaders regularly share knowledge and promote discussion. It then describes various roles that support communities, such as sponsors, knowledge managers, and moderators. It provides tips on using different community tools like blogs, microblogs, wikis, and events to engage members. It stresses the importance of peer support among community managers and evolving communities to promote collaboration.
Shareology and Social Media in Academia #SussexTELSue Beckingham
This document discusses sharing and social media in academia. It begins by quoting Ivan Illich who said education should empower all who want to share what they know and all who want to learn. It discusses how traditionally students learned alone but now collaboration and sharing are important for innovation. It says schools need to prepare students for a global world where issues transcend borders. Andreas Schleicher is quoted saying education used to be about knowledge but now it's about skills to navigate an uncertain world. The document discusses what people share online like personal photos and why like to feel connected. It covers leading social networks and how quickly some grew. It discusses motivations for sharing like managing information, relationships and self-fulfillment. In the end it
Resumes and Handbills Are Dead: Use Scenarios to Network Into JobsCSRA, Inc.
This document discusses how traditional resumes and job searches are outdated, and recommends using scenarios and social media to network into new opportunities. It argues that most jobs don't yet exist, and organizations can't keep up with market changes. It encourages developing a career mission and scenarios describing how one's skills could address problems and make an impact. The document provides tips on using LinkedIn, blogging, and Twitter to engage with others around one's mission and scenarios in order to make new connections and find new opportunities.
This document provides 10 tips for leading online communities. It recommends carefully choosing a topic that interests members, publicizing the community through existing groups and social media, and increasing membership to at least 50 people through invitations and incentives. It also suggests posting content regularly, scheduling online and in-person events, setting participation goals, and soliciting success stories from members. The overall aim is to build an engaged community around a shared interest through open discussion, collaboration, and sharing of knowledge.
The document discusses creating a social media plan. It provides tips for using social media including treating it as a tool, adding value for followers, using it for prospecting and stewardship, and having a clear plan with purpose, goals, tools, engagement strategies, and measurement. It also discusses setting up blogs and their benefits like telling an organization's story and building community.
You will be playing a modified version of Texas hold'em poker where cards represent laptop computers described by features like color, accessory, and price instead of regular playing cards. The goal is to build the strongest poker hand by selecting 5 cards and their features. Hands are ranked from weakest to strongest as one pair, two pairs, three of a kind, full house, and four of a kind. By winning rounds, you can win the laptop represented in your winning hand plus additional cash up to $600.
This document defines and explains common wine terms that a new wine drinker should know, including:
- Acidity, which refers to the tartness from grapes and acts as a preservative.
- Appellation, the geographic region where grapes are grown and wine is made.
- Aroma, the smell of the wine, especially young wine, as opposed to bouquet in aged wine.
- Decanting, aerating wine by pouring it into another container to remove sediment.
- Fining, the filtration process used to clarify and filter out unwanted material from wine.
- Sommelier, a trained wine expert who helps pair wine with food at restaurants.
- Terroir, characteristics of soil, water
Facilitating Online Interaction 4 Learning Resource SlidesNancy Wright White
This document summarizes a workshop on using community strategies for online learning. It discusses several topics:
1. The agenda for the workshop, which included forming goals, exercises, recaps and sharing resources.
2. An exercise where participants identified questions about using communities for online learning.
3. Different types of social learning communities and their purposes, structures, and how they evolve over time.
4. The importance of clearly defining a community's purpose and allowing its structure and activities to support that purpose.
5. Various activities that can be used in social learning communities to engage members, such as meetings, projects, expert support, and relationship building.
The document discusses technology stewardship and how communities can use technology. It provides examples of different types of community activities and orientations. It also suggests various digital tools that could support activities like meetings, projects, expertise sharing, relationships, and open-ended conversations. The goal is to help communities identify current and desired activities and select appropriate tools.
Communities, Networks and Engagement: Finding a Place for ActionNancy Wright White
This document discusses communities, networks, and engagement from three perspectives: sponsors, facilitators/leaders, and members. It outlines basic vocabulary like purpose, activities, and roles. It also covers engagement strategies across different lifecycles like informal networks, formal organizations, and communities of practice. Key roles in online communities are discussed like facilitators, community leaders, and technology stewards. The importance of balancing the needs of sponsors, facilitators, and members is emphasized.
The document discusses how technology has changed how groups can interact and be together. It explores polarities around togetherness and separateness, interacting and publishing, and individual and group identities. It then examines how different orientations like meetings, projects, relationships, and individual participation can be supported through various technologies. Examples are provided of how the Birdwatchers community and KM4Dev network demonstrate different orientations. The document is intended to help people identify what technologies and tools might best support their specific community's needs and activities.
No matter how good the technology, it won't guarantee you a successful on-line community. You need effective facilitation to build and nurture the community. The presentation describes the role and responsibilities of a community facilitator, and is a reminder that when implementing the technology - batteries are not included!
Psychology of Growing a Large Social Learning CommunityVFTNetworks
This document summarizes a webinar on growing a large learning community. It discusses tracking key metrics like member growth, activity levels, and relationships to benchmark progress. It also covers strategies for facilitating relationships, applying learning, and maintaining an engaging community through fresh content, tools, and activities. The goal is to establish a thriving social learning network that meets member needs and drives business objectives.
The document discusses using social media to enhance network effectiveness. It defines social media and outlines how it has grown significantly. It then discusses several key aspects to consider when using social media for a network, including understanding the network's objectives, audience, integrating social media with existing strategies, addressing potential cultural challenges, building capacity, choosing appropriate tools and tactics, measuring results, and experimenting with an iterative process.
Understanding What Matters: Social Media Workshop for the Vermont Arts CouncilDebra Askanase
This document outlines an agenda and presentation on social media strategy for non-profits and arts organizations. The presentation covers understanding the social media landscape, introducing the concept of "Matterness" which focuses on making stakeholders feel known, acknowledged, and invested. It discusses finding the online conversation, designing online engagement opportunities, and critical practices for social media success. The presentation includes examples, case studies, and exercises to help organizations develop a social media strategy focused on meaningful engagement and community building.
Social Media and International OrganizationsBeth Kanter
This document provides an overview of a course on networked international organizations taught by Beth Kanter at the Monterey Institute of International Studies. The course covers how international organizations can use networks, social media, and measurement to drive impact. It introduces concepts like networked mindsets for leadership, understanding social networks, and developing SMART social media strategies. Examples are provided of how organizations like the Red Cross use social listening and analytics to inform their work. The document outlines the agenda, assignments, and activities for the course to help participants apply the frameworks to their internships at international organizations.
Social Software and Social Media Marketing for frivillige organisationer, NGO...IBM Danmark
The document discusses using social software and social media marketing for non-profits and NGOs. It outlines key drivers for change like different generational expectations. It provides examples of social media tools like blogs, wikis, and social networking and recommends starting by identifying socially active individuals within the organization. The document also presents a 7 step process for social media marketing including establishing objectives, listening to audiences, identifying and engaging influencers, and maximizing distribution of digital assets.
Challenges and Opportunities for Mainstream Enterprise Social Computing Lee Bryant
The document discusses opportunities for mainstream adoption of enterprise social computing. It outlines benefits like improved collaboration, productivity, learning and innovation through lightweight social tools. Challenges include changing IT strategies and policies to support more decentralized sharing. A layered "social stack" is introduced including feeds, bookmarks, blogs, wikis and networks. Case studies and real-world use cases are suggested to demonstrate value to organizations.
University of Buffalo - School of Social Work - WorkshopBeth Kanter
The document summarizes a workshop on becoming a networked nonprofit. The workshop covered understanding where organizations are at in their digital maturity, developing a networked mindset, understanding and mapping networks, and identifying small action steps organizations can take to progress. Attendees participated in exercises like mapping their organizational networks and reflecting on their capacity to implement social media strategies incrementally. The goal was to provide ideas for organizations to take a step towards becoming more networked through open discussion and learning activities.
Social Media Strategy Game Workshop FinalBeth Kanter
The document describes a workshop on using social media effectively for outward facing work and sharing best practices internally. It discusses principles for an effective social media strategy including listening first, engaging second, considering the social life of content, and using small pilots. It also describes an exercise where participants play a game to develop a social media strategy for a fictional organization.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
Your organization has a new Facebook page with frequent Twitter updates, a YouTube channel, and every virtual bell and whistle imaginable to build your social presence. So…how do you encourage member engagement? Discuss strategies for bringing your community to life by leveraging easy-to-use tools that will take your social platform to the next level. Walk away with ideas to recognize and reward your most engaged members, generate even more viral engagement, and ultimately improve member retention.
Andy Steggles, Chief Information Officer, Risk & Insurance Management Society, Inc. (RIMS)
The document discusses principles for becoming a networked nonprofit through effective social media strategy. It advocates that nonprofits listen to their audiences, engage them through conversation, build relationships with influencers, integrate social media across channels, use it to bridge online and offline experiences, allocate sufficient capacity, and learn through testing pilots and metrics. The overall goal is for nonprofits to connect, engage and build networks of supporters through aligning social media with objectives and these key principles.
This document summarizes a presentation about how nonprofits can use social media for social change by becoming a "networked nonprofit". It discusses three main themes: having a social culture where social media use is the norm, being transparent in sharing information both internally and externally, and keeping strategies and processes simple by leveraging existing networks. The presentation provides examples and advice on how to develop an effective social media strategy aligned with organizational goals that focuses on listening, engaging audiences, building relationships, integrating across channels, and using social media to bridge online and offline efforts. It emphasizes testing approaches and using metrics to learn what works best.
The document discusses top technology trends and their implications for organizations. It covers topics like Web 2.0, social networking, software as a service (SaaS), cloud computing, virtualization, location-based services, netbooks, mobile devices, and unified communications. It emphasizes that social networking is important because it allows people to publicly share their identity and connect in meaningful ways through profiles, friends lists, and comments. The presenter argues that organizations should leverage social networks to find experts, share knowledge, and understand how their members currently create and share information.
A few background slides on Liberating Structures (http://www.liberatingstructures.com) shared at the Melbourne Knowledge Management Leadership Forum on November 10, 2015
Slides and harvest from a webinar I facilitated for the Mid Atlantic Facilitators Network on February 7, 2104. This is a cleaned up version of the slides with the chat notes processed into the slides as a "harvest" of people's inputs and participation
Ignite Seattle May 2013 - My Mysterious Slides for a talk on LegaciesNancy Wright White
The document discusses plans for what someone is going to do on the 17th. It mentions @NancyWhite and includes a link to the website http://www.fullcirc.com, but provides no other context or details about the plans.
Slides for a virtual presentation I did on November 15th for the Benetec learning event. The audio for the last 10 minutes is here: https://www.youtube.com/watch?v=2eQJkYlmp_g (webinar software failure!)
This document discusses strategic communities of practice and how to develop and sustain them. It covers basic concepts like domain, community, and practice. It emphasizes the importance of understanding stakeholder perspectives, including sponsors, facilitators/leaders, and members. It also discusses roles within communities like facilitators, network weavers, and curators. Frameworks are presented for assessing community maturity and measuring value creation through outcomes like immediate, potential, applied, and realized value. The document provides guidance on factors to consider for strategic communities of practice.
This document discusses the art of graphic facilitation, which uses visuals like diagrams, drawings, and charts to organize thoughts and capture ideas. Graphic facilitation can help groups listen, share identities, and negotiate together. It supports methods like World Cafe, Open Space, and strategic planning. While traditionally used for in-person meetings, visual techniques can also enhance phone calls and online meetings by helping participants "see" each other. Images created during discussions can establish context and create memories to continue the experience.
Visual artifacts from our one day graphic facilitation workshop at KM Singapore, September 2012. Twelve great people, willing to let it all go and write on the walls!
This one-paragraph document provides information about sketchnotes created by Nancy White related to KM Singapore 2012. Nancy White created sketchnotes for KM Singapore 2012 and shared them online at her website http://www.fullcirc.com and on Twitter with her handle @NancyWhite.
This isn't what I thought it was: community in the network ageNancy Wright White
A narrated version can be found here: https://www.youtube.com/watch?v=YB82kbj-NXw This was a short remote presentation that was part of a panel at the CACUSS 12.0: Engaging Digital Citizens conference <http: /> in Vancouver BC, Canada.
Before and After slides from our live #change11 MOOC session -- whiteboard and chat intensive. I'm working on getting the chat transcript and will link it when it is available, as well as the recording
Quick sketchnotes I made during others' presentations. Hopefully I'll replace the crummy photos w/ scans for a few of the pictures. Lyon, France, October 26-28
fOSSa2011: Five Things About Online Community and NetworksNancy Wright White
My talk at fOSSa2011 in Lyon France sharing some ideas about communities, networks and technology stewardship in the context of Open Source Software communities. Photos of the sketchnotes I did of other presentations can be found here: http://fossa.inria.fr/nancywhite-s-sketch-notes-scanned-part-one/
Twittering or Frittering: assessing the value of a social media tool in your ...Nancy Wright White
This is the first draft - sharing for feedback. Slides are for a one hour webinar on social media tool evaluation and adoption practices, using Twitter as a case study.
This document discusses the concept of online community. It begins by questioning whether the concept of community is still relevant given changes from technology. It then examines different types of groups like individuals, small groups, and networks. It provides examples of two communities - Birdwatchers of Central Park that meets in person and KM4Dev, a knowledge sharing network. It discusses tools that communities can use like meetings, projects, expertise sharing, and cultivation. It concludes by considering how connectivity, technology landscapes, engagement, and geography may be reconfigured for online communities in the future.
As health educators, the document discusses the importance of connecting people with information and resources both face-to-face and online. It explores how online tools can contribute to health initiatives and encourages nurturing practices that support networking and boundary spanning to access diverse sources of knowledge.
Community of Practice Roles and Facilitation - Girl Scouts L&D Conference Res...Nancy Wright White
Resource slides from my workshop on Community Roles and Facilitation, Girl Scouts of America Leadership and Development Conference, July 2010, Edith Macy Center, NY
We, Me and the Network: Girl Scouts Leadership & Development Conf KeynoteNancy Wright White
The document discusses concepts around learning in networks, communities, and as individuals. It introduces the concepts of "me, we, and networks" to represent learning at the individual, community, and network levels. Key ideas that are explored include reciprocal apprenticeship, belonging, applying gifts, participation versus reification, togetherness versus separateness, and roles people take on like facilitators, community leaders, and network weavers. The document encourages reflection on how these concepts apply to contexts like Girl Scouting and how to foster learning across different levels.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Project Management Semester Long Project - Acuityjpupo2018
Acuity is an innovative learning app designed to transform the way you engage with knowledge. Powered by AI technology, Acuity takes complex topics and distills them into concise, interactive summaries that are easy to read & understand. Whether you're exploring the depths of quantum mechanics or seeking insight into historical events, Acuity provides the key information you need without the burden of lengthy texts.
1. three approaches for your online community facilitation Nancy White Full Circle Associates http://www.fullcirc.com See the slide notes for more info…
2.
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4. Practical hint: all three of these “legs” change over time. The trick is not to have all three changing at the same time. That can be very destabilizing for a community!
5. You know importance of clear community purpose. What is evolving? http://www.flickr.com/photos/slieschke/2271415384/
6. Business Context & Goals Will Determine Ideal Size for Community http://community-roundtable.com/ Complexity of Business & Market B2C B2B B2C Marketing Support Innovation Collaboration B2C B2C B2B B2B B2B
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8. Community Maturity Model TM http://community-roundtable.com/ Strategy Leadership Culture Community Management Content & Programming Policies & Governance Tools Metrics & Measurement Stage 1 Hierarchy Stage 2 Emergent Community Stage 3 Community Stage 4 Networked Familiarize & Listen Command & Control Reactive None Formal & Structured No Guidelines for UGC Consumer tools used by individuals Anecdotal Participate Consensus Contributive Informal Some user generated content Restrictive social media policies Consumer & self-service tools Basic Activities Build Collaborative Emergent Defined roles & processes Community created content Flexible social media policies Mix of consumer & enterprise tools Activities & Content Integrate Distributed Activist Integrated roles & processes Integrated formal & user generated Inclusive ‘ Social’ functionality is integrated Behaviors & Outcomes
29. activities oriented to … Example: The Birdwatchers of Central Park Weekly bird walks, winter bird feeding fillings, irregular celebrations and events… Advocacy drives, adopt parts of the park, bird counts… The participation of the “Big Guns,” and “Regulars.” Mostly F2F Note when people missing… Invite people in Internal and External focus: Publishing, the “Register,” available to media… While everyone pays attention to the community, no centralized efforts… Anyone can bird watch, but sharing what you see/know is important…so the community accommodates both The “Register” (print) is central to community… Bump into another bird-watcher? Have a conversation… drawn from the book “Red-Tails in Love: Pale Male’s Story -- A True Wildlife Drama in Central Park” by Marie Winn. Vintage Books, 2005
46. Tamar Weinbergs Community ROI approach http://www.socialmediamodels.net/social-media-roi-models-measuring-models-category/tamar-weinbergs-social-media-roi-model/ ROI Models
I decided to draw a picture to describe our agenda, both to get myself organized, and because in the end, online communities are about people. Human. So a little hand made visuals felt appropriate. We’ll start with a bit of an overview triggered by my review of some of your online communities. It is a good time to stop and reflect on what has happened and then we’ll move forward and look at three things that might help framing “what’s next” and how to measure it.
While it might seem like “back to basics,” I wanted to revisit – or perhaps deepen – what you already know and are doing with your communities.
It helps to have a framework and a language as we design, execute and evaluate our communities. This model comes from the communities of practice literature and gives a nice three way view. We have “What we care about,” “WHO cares about it” and “What we do together around this thing we care about together!” Said more succinctly: who, what, how. Now throughout this workshop, I will draw on theory, but I’m a practitioner and in the end, I want things I can PRACTICE. So I’ll bookend everything with practical tips. If you aren’t getting what you need – speak up. So here is the first tip. Communities are always changing. If they aren’t, it’s worth asking “is it time to mix things up a bit?” But let me add a caution. Don’t mix all of these three things up at once. That creates too much instability and confusion. For example, switching up practices can get things flowing. Bringing in new people (or gently encourage those who have outgrown the community to leave) is useful to do now and again. (Hat tip to Etienne Wenger and John Smith for that advice!)
One year in, it is important to ask “has WHAT we cared about changed? Become broader or narrower?” We often start with “big umbrella” purpose statements. But after some experimentation, we can better learn what is useful and important to people. What we say gets them “jumping out of bed” in the morning willing to dedicate some time and attention to their community. http://www.flickr.com/photos/slieschke/2271415384/
From the Community Roundtable deck (used with permission). The Community Roundtable is a professional group focused on online community management. They offer research materials, seminars and the like. I told Rachel Happe, one of the principals, about this workshop and she was happy to let me use some of the slides from her deck. Thanks, Rachel! This one helps us think about the relationship between purpose (WHAT we do) and size of community. Their research suggests that higher levels of complexity require smaller sized communities, while less complex contexts can have a larger number of members. To me this also guides our facilitation strategies. In a task focused context, project management is a focus. In information sharing, organization of content (i.e curation, tagging, etc.) would predominate. So we start layering here --- getting away from “one size fits all” and instead look for patterns that help inform our design and support of a community. Let’s look at a few more patterns.
We can look at time as a variable in our community design and deployment. I characterize short term communities as having a discernable beginning, middle and end around a specific purpose, outcome or activity. For example, there is a major event or initiative and a community is set up around that event. There is a very clear target audience and a defined set of activities. These time-delimited communities can be very successful because people are more easily willing to commit for set action items within defined time ranges. They have a sense of their ability to say yes. These can also be seeds for longer term communities if there is sufficient attention to relationship and evolving with and to member needs over time, or they may simply be ended and archived. Both are realistic strategies. Some communities start open-ended with a broad topic and a wide invitation to participants. This strategy often builds on the aggregation of content that might be useful in this topic area and people come, browse content and some interact. It is a way to build general interest and begin to affiliate with others interested in the topic. This strategy can be thought of as building or tapping into a network of people interested in something. Once established, there is a critical strategic choice to be made: continue to use resources to keep the information hub going (as a service) or begin to cultivate and weave relationships to move people from information browsing to some other kind of interaction. This might be identification of sub-communities of interest, attracting experts who might be willing to share their knowledge etc. The key thing about this approach is within about a year, there needs to be an assessment and decision about the next phase or you end up simply providing content. A third less common but very useful pattern is launching with small experiments and smaller numbers of members. This strategy is good for complex or emerging situations where you are not entirely sure of any of the three legs of the stool, but sense an opportunity for engaging people. You facilitate people designing and doing small community experiments with each other – generally time delimited with a clear beginning, middle and end. A useful practice is to do a mid point review and support changes and iterations. At the end of the experiment, evaluate and then amplify what works and stop what isn’t working. This is a useful form for places of both uncertainty and where you want to foster both innovation and member ownership. Sponsor goals are looser and more flexible.
Here is a really interesting set of perspectives, again from the Community Roundtable. One thing I’d caution is this progression makes the assumption that moving to the right is “better” than “staying on the left.” I’d counter that it really depends on the type of community. But simply by scanning across this, we can consider perhaps soe different possibilities and perspectives for our communities. It is easy to stay stuck in one pattern – perhaps the one you first experienced or the fairly basic mandate you started with – and miss how your community can evolve.
Another lens is that of formality/informality. I came across this set of observations in the Harvard Business Review and thought it would be useful to share because you, coming from a large organization, AND working with very diverse constituents from around the world may often work with organizational expectations of formality. What this article helps us remember is that we need both formal and informal and communities – where people come together – can often be a nexus point for the informal. Now, this can often be interpreted as the “fluffy bunny” stuff – you know, emotions, relationships and such. I work with a lot of scientists and economists and there is a tendency for some to shy away from this language. Yet when we look at their practices, they do this all the time. They just talk about it differently. The bottom line for community facilitators and managers is you need to attend to social practice as well as the subject matter.
So reflecting back on the last few ideas, we can see some patterns emerge, including small groups for deeper, more interdependent work (like task teams), open, more network like structures to scale out across larger sets of people; the relationship between size, time sequence and community design, and finally, a reflection: we should design to balance our investments and returns. Figure out when you should go simple, fast and run with it, and when you should do a deeper design process. Both are legitimate depending on the context!
Next we have the WHO. Do we have the right people. One observation I had about many of the communities I’ve observed is that they started with a big, broad topic and threw the doors open. Or they appointed focal points from various organizational areas to be members… and those people either saw it as an obligation, or weren’t really practitioners of the domain themselves, so couldn’t really get the practice part of the community. Ask yourself… do you have the people who you need strategically? There are also some challenging sub audiences to engage online for many of you, like busy policy makers! They may need smaller, more private and time-limited engagements. http://www.flickr.com/photos/swissrolli/2167756791/ Uploaded on January 5, 2008 by swissrolli
Now, as we look at both design, deployment and evaluation, the reality is often that we have “three bosses” --- three perspectives we have to harmonize at some level. I’ve found it really helps if we keep these in mind early on – especially in initial design and in early design of a monitoring and evaluation approach. Each of these perspectives are critical. Sometimes they may be shared and sometimes contradictory. Sponsors may want members to do something they have no interest in doing. Facilitators may feel unappreciated by both sponsors and members. By being able to step back and consider each perspective, we are more likely to bring the shared desires to the forefront and minimize the disconnects.
By sponsors, we most often mean someone in a leadership position in an organization, a department or division or an organization itself. Sometimes sponsors are simply people who want to see something happen. Sponsors need to know they are investing in the right things and that those things are being done well. Those responsible for communities and networks should have a clear agreement with sponsors on goals, resources that can be provided, clarity on what will be measured, evaluated and how, and clarity on what the sponsor wants to be informed on in an ongoing manner. These can, and often should be, modified over time. Creating them at the start provides clarity that helps all involved. The only time the sponsor perspective is not strongly represented is when a community is formed informally or intentionally “under the radar” to protect an emergent idea that may not be ready for full organizational exposure. Of course, there are risks to this approach, but many successful communities emerged, rather than being mandated from above.
Facilitators and community leaders are both key in making things happen in a community or network. Typically the facilitators have a clearly defined role, often supported in some way by their organization. Community leaders, on the other hand, are most often volunteers. Both play vital roles in a community and often they share a similar perspective. (However, when you go to a more detailed level of analysis, I’d split these apart!) Facilitators and leaders are task focused and thus value role and task definition. What should I be doing? How? By when. Sometimes this means training and support from more experienced facilitators. It means allocating time. One thing that is often missing for them is feedback on how they are doing and what value they are adding. This is critical for sustainability.
Finally, but most importantly, we have the member perspective. There is no community without the members. No network. Today people can participate in so many communities that their level of engagement is spread thin. So the most important question we have to ask – and keep asking – is the purpose of our community valuable and relevant to members? Are the activities worth the time and attention it takes members to participate? Once we have achieved relevance for them, what kind of engagement is needed to help the community fulfill its potential?
I threw this slide in to be slightly provocative… We know: People Are Busy: what they do on the community has to matter to them. There is also the “Pareto” principle which states that 10% of a community represents 90% of the community activity. Actually, in very large, open communities, that may be as much as 99%/1%! But lets look at this a bit more critically. Should this be the case every time or are there times when we want to intentionally increase the participation ratio? I’d say for team work, tasks, short term events we should and can increase that percentage. Should we worry about the others who don’t participate, the so called lurkers? Are they a cost? I’d suggest that if your lurkers are reading, learning and taking ideas away into their work, you have a strong and important PERIPHERY. However, it is hard to measure the effectiveness of that periphery short of contacting and asking people. But we know they are valuable.
Moving past the WHO and on to the third leg -- finally, there is the action – what we do together around the thing we care about with each other. A nice shorthand is to think of this as the set of activities that support our purpose. This can be a broad range of things like web meetings, web based discussions, blogging together, writing something together on a wiki, teaching each other things, sharing case studies and stories, mentoring each other, inviting in new members, taking on specific roles, sharing great content. It is the stuff we do together. When designing, managing and facilitating, these activities are the building blocks of our work. We can see them across time as a calendar of activities. New communities really need to focus on specific, structured activities to get people engaged and invested. Informal or well established communities may generate much of this on their own. In fact, that is a great sign of success when the community becomes a hive of self-organized activity. There is an old saying, “if you build it they will come.” Well, they may drop by for a visit, but if there is nothing happening, they won’t stay and you will have an empty shell. There is a second layer of “what we do together” that is also important – how people apply what they learn out in the world, out in their work. In the end, your communities are not there just to be there. They exist to support change in the world. So activities that help members share and reflect on how they apply what they learn can be crucial. Let’s look at a few examples.
Here are some other examples of activities.
http://community.eldis.org/malawi/ In the ELDIS Malawi Development Exchange, we can see evidence of activities. Looking at this and the subsequent slides, what do you notice? First, think about this front page. How does it make the three legs of the community clear (PURPOSE, PEOPLE and PRACTICE)?
Here is a classic discussion board. Look at the number of items, diversity of who started the discussion threads and organization of the discussions. What tips might you take away?
ELDIS communities added blogs to allow people a place to publish their or their organizations thoughts and information. Look how a blog post focuses both on content and the author – with the authors picture as a nice community touch.
Recognizing that many of their members still are in low bandwidth contexts, notice they have customised the tool to offer a low bandwidth mode with no pictures, etc. This page is the member page which helps people learn about each other. Look at LizA – lots of friends. Same with the Spanda Foundation. This helps signal a type of engagement.
Here is the same page in the low bandwidth view
The ELDIS communities use lots of different activities, from the ongoing conversations in the discussion boards, the blogs, they have content sharing, member profiles and then they let people have their own private or public spaces to do what ever they need to do for their work. There is lots of flexibility. Activities are what engage people. They may arrive at a community with a general interest in the topic, but what keeps them there are things to do with and around that topic with others.
In our research of CoPs we noticed 9 general patterns of activities that characterized a community’s orientation. Most had a mix, but some were more prominent in every case. We can organize these into a little measuring tool called a spider gram as a way to assess, and plan for our communities. Image: Wenger, White and Smith, Digital Habitats: stewarding technology for communities, 2009
Here are the main activity orientations we found in our research.
When reviewing the some communities, I noticed some encouraged people to contribute content. In the strongest communities, people got a lot of feedback on their contributions, which was terrific. But in some cases, people received no feedback or comments on their content. I notice that without feedback – even a simple thank you, people stop contributing. Just a little tip!
Here is an example of a spidergram of one of my main professional communities, Knowledge Management for Development or KM4Dev (http://www.km4dev.org). KM4Dev is a global network of practitioners interested in knowledge management and knowledge sharing in international development. Over 1200 members are subscribed to the email list which had it’s origins in July 2000. Another 1100 are registered on a NING site. It is both a well established but loosely bounded network that interacts primarily online, with once a year meetings that a small subset attend.
Here is an example drawn from the book “Red-Tails in Love: Pale Male’s Story -- A True Wildlife Drama in Central Park” by Marie Winn. Vintage Books, 2005 The book tells of a community of bird watchers in Central Park and exquisitely describes their practices. This is a predominantly face to face group that might use some social media, but not as their central way of interacting. They are a large, diverse group, but tightly geographically bound to Central Park in New York City. They might fill this spidergram differently than I might, but this is just an example! Image: Wenger, White and Smith, 2007
Here the KM4Dev spidergram is compared to a completely unrelated community of birdwatchers, just for fun. You can see how different groups have different priorities. It is a bit like a community activity “finger print.” The next step is to think about what facilitation approaches tools support the different orientations.
What was interesting was that these orientations had implications beyond communities. They could be a useful analysis, diagnostic and measurement tool for the application of social media to an organization’s work.
Why don’t you try doing a spidergram for your community, then discuss it with a colleague. Notice you may both see the community slightly differently. This is common!
While activities are the heartbeat of the community, another important set of practices is how we facilitate to engage and activate members.
http://community-roundtable.com/2010/01/the-value-of-community-management/ http://tomhumbarger.wordpress.com/2009/01/13/the-importance-of-active-community-management-proved-with-real-data/ I came across this blog post and it really caught my eye: Tom wrote: “ I think most community experts would agree that active community management and ongoing strategy are vital to a community’s health. However, I don’t know if anyone has been able to fully quantify the impact using actual community metrics. Until now – when I decided to analyze some of the 2008 data for my former community during the period of active management and the period of passive management. I was the community manager for a professional community from January 2007 through July 2008. During that time, the community grew from zero to 4,000 members. We were rigorous with the tracking of metrics and updated community analytics weekly through a combination of our platform reports and Google Analytics. I was laid off in July due to financial hardship of the community sponsor, but the community doors have remained open albeit with no community management or minimal upkeep. During the time of my involvement, active community management and consisted of: delivery of bi-weekly email update newsletters production of monthly webcasts active blog posting and blogger outreach uploading of fresh content each week continual promotion of the community in various forums through guerilla marketing ongoing brainstorming and strategizing with respect to improving the community experience priming of discussion forums, and ongoing communications with individual community members It’s interesting to discover that a neglected community will indeed continue to function without a dedicated community manager. However, the results are lackluster and the picture are not ‘pretty’. For example, this is a screen shot from Google Analytics graphing the number of weekly visits to the community from 1/1/2008 through 12/31/08: Google Analytics - 1/1/2008 to 12/31/2008 Additional details from the metrics include: Membership growth slows significantly – Community membership grew 62% from January to July at a average clip of 55 new members per week. From July to December, the membership only grew 13% at an average clip of 20 members per week. This is a fall-off of more than 63% on a week to week basis. Number of visits drop 60% - The number of visits from January through July averaged more than 1,300 per week. For the second half of the year, average visits dropped nearly 60% to an average of 522 per week. Number of pages viewed per visit drops 22% - Not only did the number of visits drop, the number of pages per visit also decreased by 22% with the average pages per visit going from 3.76 to 2.95. Time on site decreases by 33% – Driven by the fewer page views, the time on site in minutes during active management was 3:38 vs. 2:37 after July which is a 1:19 or 33% decrease. Fresh activity on the site since August has been pretty nonexistant as well – just 10 new blog posts, 4 new file uploads, and less than 25 discussion forum questions or comments have been posted. For some interesting reason, the activity on the related LinkedIn group has picked up and included 15 new discussions in just the last week. This definitely is worth taking a deeper look in a separate blog post. So what does this mean? Clearly, the analysis proves that active management contributes significantly to the health of a professional community. And that it is ultimately important to the success of a community.”
Look at Tom’s analysis. If your manager doesn’t see the value of facilitation, share these statistics!
http://www.hsdinstitute.org/learn-more/read-the-latest/attractors.html There are a variety of facilitation and community management models. Here is one of those simple set of useful “rules of thumb” or heuristics that are tried and true.
The Food and Agricultural Organization of the UN has developed this set of approaches for working with their thematic knowledge networks.
The Community Roundtable offers these: Community management is, at a fundamental level, a job for generalists who can orchestrate the right resources, skills, tone, and talent that establishes the environment in which community will take hold. Relevant and fun.
… and some sample tasks.
We can even approach community faciltiation from a gaming perspective. I adapted this from Amy Jo Kim’s work on game dynamics to think about how a member “advances” deeper into a community over time. http://www.slideshare.net/amyjokim/smart-gamification-social-game-design-for-a-connected-world?
When we think about what engages people, having a small, meaningful conversation with someone who shares a mutual interest can be the trigger to then engage in the wider community. (Many of us arent’ comfortable jumping right into the bigger group.) There is a simple practice called “closing triangles” which is about identify two people who might have something in common and introducing them. There are three levels to closing triangles. The first is to simply introduce them on the website or via email and then leave it at that. If they want to follow up, they will. Typically this only works for the already motivated. The second is to set up a conversation – Skype, phone, face to face and then people at least are assured of an initial conversation. This is pretty powerful. The third level is to set up a shared activity – hopefully valuable and related to your community. This not only sets up the introduction, but gives people the chance to really get to know each other and hopefully build some trust by working together. For example, you might invite them to help plan a community activity together. This is just one example of simple but powerful facilitation activities that can help deepen member engagement.
So we started with the three legs of the stool from a design and deployment perspectives. But they can be useful for evaluation as well. The key here is to start thinking about this from the start – not wait until you are a year in and they ask, “how are we doing?” It helps to have a framework and a language as we design, execute and evaluate our communities.
Here are some examples of WHAT we measure, and HOW we measure them. Notice there is a blend of both quantitative and qualitative measures. There are also some particular community evaluation rubrics you can consider. Let’s look at a few of these.
This model from Tamar Weinberg focuses on return on investment and comes from a perspective of using a broad range of social media.
http://www.flickr.com/photos/cambodia4kidsorg/2296887265/ Beth Kanter build on Forester Researcher’s “Ladder of Engagement” to look at how participants in her community deepened their engagement and used this as an evaluation rubric.
Beth also reminds us of SMART objectives (Specific, Measurable, Achievable, Realistic, and Time-based objectives) and then thought of them in an iterative fashion as a way to get an ongoing pulse of a community and use that to implement real time responses and facilitation. (See also the CDCs Communities of Practice Evaluation Kit http://www.cdc.gov/phcommunities/resourcekit/evaluate/smart_objectives.html )
http://www.flickr.com/photos/seenoevil/343753843/ If you are using a lot of social media, there are “dashboard” tools that help you see the pulse of activity across different media and how they relate to each other. This is particularly helpful for broad, networked initiatives.
Recently, Etienne Wenger, Bev Trayner and Maarten deLaat wrote a terrific paper on measuring value creation in communities and networks. They talk about various levels of value that accrue over time. At the end of their paper, they have a toolkit for doing story telling or narrative processes to measure across these levels qualitatively.
Here are a few items from each level to give you a sense of the meaning of the five levels.
So we need to put it all together. Infrastructure, support, community and measurement. It’s a big job. But even bigger is the need for us to find ways to work, learn and be together over time and distance to make a real and lasting impact in development. So it’s worth it!
There is still a lot to learn in this field, and with the technology changing fast, we have to KEEP learning. Here are a few places to learn: