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Online Interaction:
     lever for
     a
  Social Learning
                       Nancy White
              Full Circle Associates
Social learning is learning that takes place at a
wider scale than individual or group learning, up to a societal
scale, through social interaction between peers. It may
or may not lead to a change in attitudes and behaviour. More
specifically, to be considered social learning, a process must: (1)
demonstrate that a change in understanding has taken place
in the individuals involved; (2) demonstrate that this change
goes beyond the individual and becomes situated within
wider social units or communities of practice; and (3) occur
through social interactions and processes between actors
within a social network (Reed et al., 2010).

                                         http://en.wikipedia.org/wiki/Social_learning_(social_pedagogy)
        [1] Reed, M. S., A. C. Evely, G. Cundill, I. Fazey, J. Glass, A. Laing, J. Newig, B. Parrish, C. Prell, C.
     Raymond and L. C. Stringer. 2010. What is Social Learning?. Ecology and Society 15 (4): r1. [online]
                                               URL:http://www.ecologyandsociety.org/vol15/iss4/resp1/
In other words,
     learning
         with and from
          each other
    in the context
       of real work, life, etc.
http://www.flickr.com/photos/mrbultitude/66756603/in/photostream/


Strategic Opportunity:




EVERYWHERE…
Three strategic                     Compliance
perspectives:                      Emergent, adaptive
                                   learning
Part 1 - Value    Strategic
                                   Team learning/doing
                    Value

                                         Communities and… the
                                         broader strategic
                      Strategic          continuum
                        Form
                      Options

                                  Leadership
                                  Level of formality
                                  Design & facilitation repertoire
                   Strategic      Lifecycle practices
                   Practices      Measurable
Harnessing Latent Microexpertise -- The project must allow even the
narrowest of expertise. A 3rd-year algebra teacher might not have the broad expertise of an
experienced math education researcher, but that 3rd year teacher might have small elements
of expertise that exceed that of the recognized experts.
Designed Serendipity -- The project needs to be easy to follow and encourage
participation from a variety of experts. You want problems to be seen by many in the hopes
that just a few will think they have a solution they wish to contribute.
Conversation Critical Mass -- One person's ideas need to be seen by others so
they create more ideas, and the conversation around all the contributions keeps the
project going.
Amplifying Collective Intelligence -- The project should showcase the fact that
                                                   Nielsen’s:
collectively we are smarter than any one individual.
Those are all great characteristics of any project. But what makes this any different than any
traditional, offline project? Nielsen offers several suggestions. Unlike a large group project with

                                                 Reinventing
clear divisions of labor, technology allows us to divide labor dynamically. Wikipedia certainly
would not have grown the way it did if labor had been divided statically between a set of
contributors. Also, networked science uses market forces to direct the most attention to the
problems of greatest interest. Lastly, contributing to an online project rarely feels like

members.                                           discovery
committee work, and participants can more easily ignore poor contributions or disruptive

               http://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
Poor Collaboration - Breakdowns, Ideals, and Culture
Rypple recently published an infographic on collaboration, called Is Poor
Collaboration Killing Your Company….
Biggest breakdowns (based on 1,400 people):
- 97% - a lack of alignment on objectives
- 92% - deadlines impact bottom-line results
- 86% - lack of collaboration or ineffective communication

                        Michael Sampson on
How employees want collaboration to work:
- wider decision making involvement
- issues are truthfully and effectively discussed

                        the cost of poor
Creating a strong collaborative culture:
- 1. encourage people to share ideas
- 2. build brainstorming into each project

- 4. limit group sizes  collaboration
- 3. log important communications

- 5. resist the urge to direct
Technology has changed
         what it means to
         “be and learn
          together”
Part 2:                        Compliance
                              Emergent, adaptive learning
           Strategic          Team learning/doing
Form         Value




                                  Communities
                 Strategic        and… the broader
                   Form           strategic
                 Options          continuum

                             Leadership
                             Level of formality
          Strategic          Design & facilitation repertoire
          Practices
                             Lifecycle practices
                             Measurable
beyond the
Think

  classroom
Go
Solo?



Thinking,
my
tasks, explorin
g…
                  http://www.flickr.com/photos/h-k-d/4777491309/
Pairs, triads and very small groups?
Reciprocal
 Apprenticeship                                    (Levy)




http://www.flickr.com/photos/zachstern/87431231/
Fly with the flock?
              http://www.flickr.com/photos/odreiuqzide/3184901242/
Roam the network?
How to

decide
Use very   small groups where they are
                    useful focused tasks

    Use communities where they are
     useful  were learning needs depth,
               trust and focused practice

Use networks where they are useful 
             where diversity, diverse time
 cycles, scanning, curating and scaling are
                                  essential
Cynefin




http://en.wikipedia.org/wiki/Cynefin
Teams
Networks                                 Sometimes
(sometimes paired                        Communities
w/ small groups
and communities)                                                 Jabe
                                                           Bloom
                                        http://blog.jabebloom.com/?p=27
         http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework
Just do it!
CBT, CD-
ROMs, etc.
Communities, sim
ulations, online
interactive
meetings
Networks,
Communities
Scenarios, case based
learning, experimentation
Networks
Emergencies
Part 3: Design                      Compliance
                                   Emergent, adaptive learning
& Practices      Strategic
                   Value           Team learning/doing



                     Strategic          Communities and… the
                       Form             broader strategic
                     Options
                                        continuum


                                 Leadership
                                 Level of formality
                                 Design & facilitation
             Strategic
                                 repertoire
             Practices           Lifecycle practices
                                 Measurability
Design Repertoire




                    Don Tapscott, Open Cities
                    Collaborative
Balancing Formal & Informal
• Formal programmatic efforts to change behaviors work mostly on the
    rational side of human behavior
• Informal experiential efforts can capture the emotional side
• Programmatic change takes more time & costs more and encounters
  more resistance than "viral" change
• You need both over time
• A "viral" effort usually begins with a few respected "master motivators”
• Insights & approaches of the motivators work best in experiential settings
• Experiential momentum sustained informally & formally
• The most important lesson: importance of cross-
  organization energy & its dependence on the
  informal
From : http://blogs.hbr.org/cs/2010/04/spreading_critical_behaviors_v.html
Online Social Learning Practices - Benetec Slides
Online Social Learning Practices - Benetec Slides
Community
 activities
oriented to …




                                   Base material from:
                                       Digital Habitats:
                Stewarding technology for communities
                    © 2009 Wenger, White, and Smith
Example: KM4Dev www.km4dev.org                                            Once a year and only about
                                                                              10% do/can participate.
    global knowledge sharing network


                                  Email list is core of
                                  community activity


                                                                                                When funding allows. E.G.
Community knowledge                                                                             supporting ShareFair
wiki, content management
system to bring together
resources.




                                                               activities
                                                              oriented to …
   With only one meeting a                                                                        Informally via the email list
  year, large size and                                                                            by asking/answering
  diversity, KM4Dev focuses                                                                       questions.
  on enabling individual
  participation.


                                                                               Relationships
                                                          Strongly external    mostly via
                                                          – all resources      meetings and core
                                                          public/shared.       group.
      While everyone pays
      attention to the                                                                                             Base material from:
      community, no centralized                                                            Digital Habitats: Stewarding technology for
                                                                                                                          communities
      efforts…                                                                                      © 2009 Wenger, White, and Smith
Monthly meetings with everyone
 Example: The Environmental                                                                            at the university concerned about
                                                                                                       the environment, shared
 Resource Network                                                                                      calendars

                                       Bump into another
                                       member? Have a
                                       conversation, emails

                                                                                                                              Awareness events, orientation
                                                                                                                              for environmental student
                                                                                                                              groups, workshops
                  Blog, websit
                  e,




                                                                     activities
                                                                    oriented to …                                                Inviting experts to monthly
                                                                                                                                 meetings/events/workshops
Anyone with an interest in the
environment can be a member
but the network targets active
student groups, rss



                                                                   Public. Minutes are
                                                                   shared. Network is
                                                                   accountable to all
                                                                   students who pay a                                              Twitter, Facebook, email
    Members connected                                              levy                                                            list, member directories
    through a shared interest

                                 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
Compare: KM4Dev www.km4dev.org
and Environmental Resource
Networks




                                  activities
                                 oriented to …




                                                                         Base material from:
                                                 Digital Habitats: Stewarding technology for
                                                                                communities
                                                          © 2009 Wenger, White, and Smith
FAO’s
    “Nine Keys to a
          Successful
Thematic Knowledge
           Networks
• discover &
Facilitation & to…
 enable people         appropriate useful
other roles           technology
                     • be in and use
                       communities &
                       networks (people)
                     • express their identity
                     • find and create
                       content
                     • usefully participate
facilitators
community leaders
technology stewards
    network weavers
Independent thinkers
     curators
       moderators
For example see:
http://wenger-trayner.com/blog/leadership-groups-for-social-learning/
Let’s Look at
(online)
Meetings
Facilitating Online Meetings
• Why? purpose
• Who? + needs &
   contexts
• What? activities
• How? tools and
  practices
• Measure? metrics




http://www.flickr.com/photos/iain/71753848/
Rules of Thumb
• Good meeting practices
     – “A bad meeting offline is even
       worse online!”
•   60-90 minutes of endurance
•   7 minute chunks of attention
•   Multiple modalities (especially visuals)
•   Interactivity

http://www.flickr.com/photos/amberandclint/3266859324/sizes/l/
Talking & Meeting With Video




                     Some rights reserved by chippenziedeutch
Interactivity
• Using web meeting tools and features
  – Polls
  – Whiteboard
  – Hand raising/speaking order
• Using process
  – Maps
  – Chairs
  – Provocative questions
  – Just Three Words

                                  http://www.flickr.com/photos/kt/146500920/
We can use images to help us
          establish context, make
          meaning and create
          memories to continue our
          experience…




BE
VISUAL!
Learning how to not screw up communicating together online all the time….
With the whiteboard circle tool,
put a dot in your “home” location
How to draw faces? Check out Austin Kleon and Dave Gray




http://www.austinkleon.com/2009/07/27/how-to-draw-faces/
http://www.davegrayinfo.com/2010/10/28/drawing-facial-expressions/
AFTER!
Social reporting
Online Social Learning Practices - Benetec Slides
Facilitation & Management




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/
Glenda Eoyang
Observe. Don’t waste a good surprise. Pause and wonder when something
   unexpected arises. It may be the weak signal foreshadowing something
   important to come.

Connect.         Nothing co-evolves in isolation. The key is connecting in inquiry
   with the environment, with current and historical patterns, and with other
   thoughtful people.

Question.         Our assumptions blind us to the world around and lock us into
   our long-held problems and their failed solutions. A good question can break
   through the expected to discover the possible.

Try it out. Of course expectations based on past experience will make us
   question anything we haven't experienced. To see something new, we really
   have to see it. Try a new idea out, see what happens, adjust and try
   again. We call this adaptive action. Reward thoughtful risk taking.
                                                             http://bit.ly/lPyXxJ
Learning… dangerous?




Elephants in the room?
Next?


                                                                        Talk, write, Skype, Tweet
                                                                        Nancyw@fullcirc.com
                                                                        http://www.fullcirc.com
                                                                        @NancyWhite

 Some rights reserved by Eleaf
http://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/

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Online Social Learning Practices - Benetec Slides

  • 1. Online Interaction: lever for a Social Learning Nancy White Full Circle Associates
  • 2. Social learning is learning that takes place at a wider scale than individual or group learning, up to a societal scale, through social interaction between peers. It may or may not lead to a change in attitudes and behaviour. More specifically, to be considered social learning, a process must: (1) demonstrate that a change in understanding has taken place in the individuals involved; (2) demonstrate that this change goes beyond the individual and becomes situated within wider social units or communities of practice; and (3) occur through social interactions and processes between actors within a social network (Reed et al., 2010). http://en.wikipedia.org/wiki/Social_learning_(social_pedagogy) [1] Reed, M. S., A. C. Evely, G. Cundill, I. Fazey, J. Glass, A. Laing, J. Newig, B. Parrish, C. Prell, C. Raymond and L. C. Stringer. 2010. What is Social Learning?. Ecology and Society 15 (4): r1. [online] URL:http://www.ecologyandsociety.org/vol15/iss4/resp1/
  • 3. In other words, learning with and from each other in the context of real work, life, etc.
  • 5. Three strategic Compliance perspectives: Emergent, adaptive learning Part 1 - Value Strategic Team learning/doing Value Communities and… the broader strategic Strategic continuum Form Options Leadership Level of formality Design & facilitation repertoire Strategic Lifecycle practices Practices Measurable
  • 6. Harnessing Latent Microexpertise -- The project must allow even the narrowest of expertise. A 3rd-year algebra teacher might not have the broad expertise of an experienced math education researcher, but that 3rd year teacher might have small elements of expertise that exceed that of the recognized experts. Designed Serendipity -- The project needs to be easy to follow and encourage participation from a variety of experts. You want problems to be seen by many in the hopes that just a few will think they have a solution they wish to contribute. Conversation Critical Mass -- One person's ideas need to be seen by others so they create more ideas, and the conversation around all the contributions keeps the project going. Amplifying Collective Intelligence -- The project should showcase the fact that Nielsen’s: collectively we are smarter than any one individual. Those are all great characteristics of any project. But what makes this any different than any traditional, offline project? Nielsen offers several suggestions. Unlike a large group project with Reinventing clear divisions of labor, technology allows us to divide labor dynamically. Wikipedia certainly would not have grown the way it did if labor had been divided statically between a set of contributors. Also, networked science uses market forces to direct the most attention to the problems of greatest interest. Lastly, contributing to an online project rarely feels like members. discovery committee work, and participants can more easily ignore poor contributions or disruptive http://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
  • 7. Poor Collaboration - Breakdowns, Ideals, and Culture Rypple recently published an infographic on collaboration, called Is Poor Collaboration Killing Your Company…. Biggest breakdowns (based on 1,400 people): - 97% - a lack of alignment on objectives - 92% - deadlines impact bottom-line results - 86% - lack of collaboration or ineffective communication Michael Sampson on How employees want collaboration to work: - wider decision making involvement - issues are truthfully and effectively discussed the cost of poor Creating a strong collaborative culture: - 1. encourage people to share ideas - 2. build brainstorming into each project - 4. limit group sizes collaboration - 3. log important communications - 5. resist the urge to direct
  • 8. Technology has changed what it means to “be and learn together”
  • 9. Part 2: Compliance Emergent, adaptive learning Strategic Team learning/doing Form Value Communities Strategic and… the broader Form strategic Options continuum Leadership Level of formality Strategic Design & facilitation repertoire Practices Lifecycle practices Measurable
  • 10. beyond the Think classroom
  • 11. Go Solo? Thinking, my tasks, explorin g… http://www.flickr.com/photos/h-k-d/4777491309/
  • 12. Pairs, triads and very small groups?
  • 13. Reciprocal Apprenticeship (Levy) http://www.flickr.com/photos/zachstern/87431231/
  • 14. Fly with the flock? http://www.flickr.com/photos/odreiuqzide/3184901242/
  • 17. Use very small groups where they are useful focused tasks Use communities where they are useful  were learning needs depth, trust and focused practice Use networks where they are useful  where diversity, diverse time cycles, scanning, curating and scaling are essential
  • 19. Teams Networks Sometimes (sometimes paired Communities w/ small groups and communities) Jabe Bloom http://blog.jabebloom.com/?p=27 http://en.wikipedia.org/wiki/Cynefin#Description_of_the_framework
  • 20. Just do it! CBT, CD- ROMs, etc.
  • 24. Part 3: Design Compliance Emergent, adaptive learning & Practices Strategic Value Team learning/doing Strategic Communities and… the Form broader strategic Options continuum Leadership Level of formality Design & facilitation Strategic repertoire Practices Lifecycle practices Measurability
  • 25. Design Repertoire Don Tapscott, Open Cities Collaborative
  • 26. Balancing Formal & Informal • Formal programmatic efforts to change behaviors work mostly on the rational side of human behavior • Informal experiential efforts can capture the emotional side • Programmatic change takes more time & costs more and encounters more resistance than "viral" change • You need both over time • A "viral" effort usually begins with a few respected "master motivators” • Insights & approaches of the motivators work best in experiential settings • Experiential momentum sustained informally & formally • The most important lesson: importance of cross- organization energy & its dependence on the informal From : http://blogs.hbr.org/cs/2010/04/spreading_critical_behaviors_v.html
  • 29. Community activities oriented to … Base material from: Digital Habitats: Stewarding technology for communities © 2009 Wenger, White, and Smith
  • 30. Example: KM4Dev www.km4dev.org Once a year and only about 10% do/can participate. global knowledge sharing network Email list is core of community activity When funding allows. E.G. Community knowledge supporting ShareFair wiki, content management system to bring together resources. activities oriented to … With only one meeting a Informally via the email list year, large size and by asking/answering diversity, KM4Dev focuses questions. on enabling individual participation. Relationships Strongly external mostly via – all resources meetings and core public/shared. group. While everyone pays attention to the Base material from: community, no centralized Digital Habitats: Stewarding technology for communities efforts… © 2009 Wenger, White, and Smith
  • 31. Monthly meetings with everyone Example: The Environmental at the university concerned about the environment, shared Resource Network calendars Bump into another member? Have a conversation, emails Awareness events, orientation for environmental student groups, workshops Blog, websit e, activities oriented to … Inviting experts to monthly meetings/events/workshops Anyone with an interest in the environment can be a member but the network targets active student groups, rss Public. Minutes are shared. Network is accountable to all students who pay a Twitter, Facebook, email Members connected levy list, member directories through a shared interest 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
  • 32. Compare: KM4Dev www.km4dev.org and Environmental Resource Networks activities oriented to … Base material from: Digital Habitats: Stewarding technology for communities © 2009 Wenger, White, and Smith
  • 33. FAO’s “Nine Keys to a Successful Thematic Knowledge Networks
  • 34. • discover & Facilitation & to… enable people appropriate useful other roles technology • be in and use communities & networks (people) • express their identity • find and create content • usefully participate
  • 35. facilitators community leaders technology stewards network weavers Independent thinkers curators moderators For example see: http://wenger-trayner.com/blog/leadership-groups-for-social-learning/
  • 37. Facilitating Online Meetings • Why? purpose • Who? + needs & contexts • What? activities • How? tools and practices • Measure? metrics http://www.flickr.com/photos/iain/71753848/
  • 38. Rules of Thumb • Good meeting practices – “A bad meeting offline is even worse online!” • 60-90 minutes of endurance • 7 minute chunks of attention • Multiple modalities (especially visuals) • Interactivity http://www.flickr.com/photos/amberandclint/3266859324/sizes/l/
  • 39. Talking & Meeting With Video Some rights reserved by chippenziedeutch
  • 40. Interactivity • Using web meeting tools and features – Polls – Whiteboard – Hand raising/speaking order • Using process – Maps – Chairs – Provocative questions – Just Three Words http://www.flickr.com/photos/kt/146500920/
  • 41. We can use images to help us establish context, make meaning and create memories to continue our experience… BE VISUAL!
  • 42. Learning how to not screw up communicating together online all the time….
  • 43. With the whiteboard circle tool, put a dot in your “home” location
  • 44. How to draw faces? Check out Austin Kleon and Dave Gray http://www.austinkleon.com/2009/07/27/how-to-draw-faces/ http://www.davegrayinfo.com/2010/10/28/drawing-facial-expressions/
  • 49. Glenda Eoyang Observe. Don’t waste a good surprise. Pause and wonder when something unexpected arises. It may be the weak signal foreshadowing something important to come. Connect. Nothing co-evolves in isolation. The key is connecting in inquiry with the environment, with current and historical patterns, and with other thoughtful people. Question. Our assumptions blind us to the world around and lock us into our long-held problems and their failed solutions. A good question can break through the expected to discover the possible. Try it out. Of course expectations based on past experience will make us question anything we haven't experienced. To see something new, we really have to see it. Try a new idea out, see what happens, adjust and try again. We call this adaptive action. Reward thoughtful risk taking. http://bit.ly/lPyXxJ
  • 51. Next? Talk, write, Skype, Tweet Nancyw@fullcirc.com http://www.fullcirc.com @NancyWhite Some rights reserved by Eleaf http://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/

Editor's Notes

  1. Guten tag. Thanks for having me “with you” across the miles. As I understand it, you have already had a day full of thinking about the next generation of learning. I too, am deep into the thinking and practice of learning at work. I work primarily with international non governmental organizations, research organizations and non profits and much of what we focus on is the strategic role of learning in these organizations. More often than not, people are NOT in the same office or geographic area. A few weeks ago I was doing an assessment of the knowledge management and capacity strengthening unit of a research organization and with each of the 40 interviews I conducted, people talked about the critical importance of EMBEDDING these practices in the work units. No longer could one reasonably expect to be able to tap different units across the diverse needs of distributed work teams. New mechanisms were needed. Social LearningFormal and informalStrategicFormMe, we, networkRolesBeyond instructor or teacherPractices
  2. Social learning is a well studied field and one that is seeing a lot of attention these days. Look at the work of Etienne Wenger-Trayner, for example, in embedding social learning in how we think about how our organization – even the world – operates.
  3. In short….
  4. http://www.flickr.com/photos/mrbultitude/66756603/in/photostream/What this means in practice is learning is and has to be everywhere, not just in our formal training programs, but in almost everything we do. Some frame this as social learning.
  5. http://blog.mathed.net/2012/08/nielsens-reinventing-discovery-2005-in.html
  6. http://currents.michaelsampson.net/2012/08/poor-collaboration-breakdowns-ideals-and-culture.htmlWe can’t kid ourselves. The cost of our inability to usefully harness
  7. The Cynefin framework is a way of looking at a context and discerning how to act depending on if something is simple, complicated, complex or chaotic. This gives us a tool to think strategically about what kind of learning is useful in a particular context, and what kind of group form may apply. Let’s look at some examples.
  8. http://blog.jabebloom.com/?p=27This framework can be a very useful tool to help us understand not only what to stop doing, but where strategically tapping communities and networks can really pay off. Let’s look at some examples
  9. Don Tapscott’s engagement strategies for new Open Cities collaborative
  10. 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.
  11. The Food and Agricultural Organization of the UN has developed this set of approaches for working with their thematic knowledge networks.
  12. 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 newslettersproduction of monthly webcastsactive blog posting and blogger outreachuploading of fresh content each weekcontinual promotion of the community in various forums through guerilla marketingongoing brainstorming and strategizing with respect to improving the community experiencepriming of discussion forums, andongoing communications with individual community membersIt’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 12/31/2008Additional 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 managementcontributes significantly to the health of a professional community.  And that it is ultimately important to the success of a community.”
  13. http://www.hsdinstitute.org/learn-more/read-the-latest/attractors.htmlThere 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.
  14. http://www.flickr.com/photos/eleaf/2536358399/sizes/m/in/photostream/