#mass collaboration

[robinlynnemabin]

Mass Collaboration and Housing: 619-768-2945

[releasingchaos-blog]

POLITICAL THEORIST AND INTERNET ACTIVIST—HEATHER MARSH

ENVISION THIS: A system of governance that enables mass collaboration, human rights, and local sovereignty.

Heather Marsh is a political theorist and a human rights and internet activist. She is the author of BINDING CHAOS, a study of methods of mass collaboration. As editor in chief and administrator of the Wikileaks news outlet, Wikileaks Central, she used the media attention on Wikileaks in 2010 to 2012 to shine light on human rights and transparency issues and support revolutions around the world.

In her blog at http://georgiebc.wordpress.com, Heather explains her radical proposal for governance. Claiming that “The world is long overdue for a completely new system of governance,” she proposes a system that would not devolve into oligarchy and corporate controlled economic systems.  “Old authoritarian systems can no longer bind the natural chaos of a free society, but we can show the power of chaotic order, the beauty and creativity of collaborative freedom, if we build the right structures now.”

Heather will share with us “methods of mass collaboration which would allow us to effectively communicate and create on a global scale while still allowing us autonomy and regional choice.”  We look forward to sharing her radical ideas with our listeners.

Link: http://www.blogtalkradio.com/envision-this/2014/01/06/political-theorist-and-internet-activistheather-marsh

[ocondominio]

Uma breve apresentação de uma tese sobre “MASS COLLABORATION” para um MBA em CREATIVE LEADERSHIP na Berlin School. O tema “colaboração” como elemento chave no futuro da comunicação e inspiração para novos padrões de lideranças nas indústrias criativas.

[larryyelder92]

Review: Adapting the Organization (Ch. 10)

As we read in last chapter, it is important the collaborative community is being directed in the correct way. Once the community begins to receive their results and begin the implementation stage, the organization must be ready to adapt. It is the leaders of the organizations job to begin implementing the findings the participants are providing. The book uses a great example with Loyola University, in Chicago. Loyola created a collaborative community of newly admitted freshmen, as well as members of the current freshman class in the university. The purpose of the collaborative community was to influence future students want to enroll at the university. They wanted a place where students could share info about themselves, connect with other students, participate in discussions, and complete the enrollment process. This collaborative community initiative from Loyola resulted to be a success from the introduction.

This example leads us into what a organization would have to do for its newly formed collaborative community. Based on the correct intended findings of the participants, management must begin to adapt the organization. First, the organization must be safe for community collaboration. Executives, senior leaders and management must be involved in mass collaboration. Management must implement formal process of organization change and governance to incorporate community results as “the way we do things”. The organization must work with HR professionals to incorporate collaboration into the desired profession behavior and proper conduct. It is important to work with the current CFO and finance to create a new budget, allowing the collaborative findings to be able to take place. Lastly, the IT leaders need to deliver the collaborative capabilities work with the enterprise IT systems, maintaining structure and organization. These are all necessary steps for a organization to being adapting from the collaborative community’s results

[larryyelder92]

Review: Guiding the Community’s Purpose (Ch. 9)

What happens when purpose and community don’t align? Guiding the community’s purpose is crucial for the organization to receive its intended results. The organization must make certain that the community is headed in the correct direction. The purpose of the roadmap, mentioned in earlier chapters is for the community to progress and achieve goals. The organization must step back and view how the community has interpreted its purpose and how participants interact. The organization must also look at what progress has been made in the wrong direction. Lastly, the organization should analyze whether anything has changed that would require the reevaluations of the purpose of the community.

If and when the organization realizes that it needs to make adjustments to its collaborative community, it can be gone about by taking one or a mixture of different actions. The organization can adjust its appeal to participants and productivity. Next, the organization can create and run social circles that encourage participants to interact. The organization can create social circles within the community for in-depth findings. Also, a spin-off community can be created, with a new purpose in mind. If adjustments are necessary, a mixture of any of these actions can help get the community back on track.

The authors also provided us with three questions to ask when deciding if a community needs to be redirected.

What is the relationship between the original purpose and the community?

What progress has the community made against the original purpose?

Is there a reason to reinvent the purpose or the community?

Once the organization realizes that they are not receiving the specific results they were intending, the organization must be quick to adjust and begin making changes that will lead the collaborative community in the correct manner.

[larryyelder92]

Review: Guiding from the Middle (Ch. 8)

What happens after a community is successfully launched? Will the results the organization is looking for come on their own? Chapter 8 goes over the necessary steps key to influencing collaboration in the newly developed community. What is the role of management in a collaborative community? First, a organization must establish some type of authority. Second, management must establish structure in the community. The organization must be careful when going about this. There are many dangers of too much management or the wrong kind of management. If the community has too much authority or too much structure, collaboration, creativity and contribution will be stifled.

  For an organization to receive their intended results, the authorial must be involved in the right way. In every successful group, there is an individual that motivates or pushes a common purpose. This individual will promote the best thinking, ideas, efforts and willingness of the members over looked. This is not the traditional role managers’ play. In a complex collaborative community, individuals have their own beliefs and ideas. The managers role is to guide participants into the direction where the organization will get the receive results.

  Along with the organization establishing authority in the collaborative community, structure must also be established. Without any structure, participants will not become engaged in collaboration, grow as a community or create any value. Community managers need to play three key roles to ensure collaboration. First, the manager must guide the participants, not control. Second, the community must be kept on track. It is the managers’ job to keep participants focused and productive at all times. Third, the manager must represent the collaborative community in the context of the organization as a whole. Too much structure will keep participants from sharing knowledge, experiences and ideas. Community managers can’t force collaboration. Individuals in charge must simply provide structure that will promote the intended collaboration of the organization. Without authority and structure in the collaborative community, say goodbye to any chances of receiving participation, purpose or performance.

[larryyelder92]

Review: Launching the Community (Ch. 7)

Chapter seven opens up focusing on three keys steps to a launch. The organization aiming at creating a collaborative community should be completed in a particular order.

1. Exploring and defining the participant experience.

This phase determines what the participants want and value. This is crucial information the organization needs to know. Having access to this information is the reason for the community collaboration. When this information is know, the organization can adapt to its participants wants. The Acosta example showed a organization must view the needs of buyers and social experiences.

2. Creating the right environment. Environment breaks down into three subactivities: Creating structure, delivering an ecosystem and using the right technologies. What is a collaborative environment that doesn’t influence collaboration? This process covers the necessary requirements needed to create a environment that is user friendly. The environment must have structure but not to the point where it negatively effects the creativity of the user. The environment should be simple to pick up and use upon first interaction. The collaborative community should be incorporated with the current life styles of the participants; if participants have to go out of their way to collaborate, the organization will not get the responses wanted. The participants should be able to navigate around the community easily. The environment should provide value to the participant upon entry. Lastly, the technology must be chosen carefully so participants can easily participate, seeming effortless.

3. Engaging the community. Engagement involves setting critical mass targets and rapidly driving participation to the tipping point.

Who are the participants who will contribute the most? Key participants must first be established to lead the conversation. A social environment cannot survive without the key participants leading the conversation. When community participation among users reaches its tipping point, it will able to sustain itself.

[larryyelder92]

Review: Developing a Strategic Approach to Community Collaboration (Ch. 5)

For the 5th chapter, authors Anthony J. Bradley and Mark P. McDonald front the start dive right into the importance of having a thought out and purposeful strategy for conducting community collaboration. One of the most important concepts to understand about community collaboration is that in most cases a organization will have to chose who it will continue working with, and who it wont. This decision is made upon evaluating the communities sampled. The community that possesses the common trait the organization is looking for is the target, while work with the other collaborative communities ends until needed for another project.  Making these decisions is the function of the strategy. 

Before becoming a social organization, a co-existing relationship between the organization and the various communities connected to the organization must be established. Without the various communities input, feedback, crucial to the development and growth of the organization would be lost. When a community is decided upon, the organization develops a strategy, which identifies the communities the firm will investigate, sanction and support; when and how it will support the community; desired collaborative behaviors they want to exhibit; and the organizational benefits expected to flow from them. Building the strategy involves two main activities; intelligently deciding on a community to work with and determining where/when to invest in the community.

In the case of the North American automaker that wants to begin producing a vehicle based on the inputs of a targeted collaborative community. The automaker would first need to decide on a purpose for the strategy. Developing a purpose for a strategy takes creativity. The purpose addresses a recognized problem and is specific enough to motivate an identified target audience to participate. An example of a motivating purpose for the North American automaker could be: Engage current/previous customers of our vehicles to collaborate on solving current/previous product issues to increase customer value and fulfillment of upcoming models, enhance customer loyalty, desirability, and perception of vehicles, and provide us with critical information for vehicle evolution.