David Eaves discusses the importance of community management in open source projects, emphasizing collaboration and communication to achieve desired outcomes. He highlights challenges such as poor communication and differing interests within communities, suggesting tools, leadership, and culture are essential for improvement. The presentation encourages adapting negotiation strategies to foster better relationships and outcomes in open source environments.

1. Community Management: Open Source’s Core Competency

2. does not compute By David Eaves

3. Open Source

4. Open Source (Public Policy)

10. Negotiation Conflict Management Facilitation Collaborative Decision Making Difficult Conversations Strategy

13. Mozilla ≠ Software Company (Legacy OrgWare)

14. Mozilla = Community Management Organization

15. “ Firefox represents a community of people who have a vision for the internet” “ Our organization is community” Mitchell Baker

16. “How do we take open source to scale?” “How do we take open source to other areas (marketing, strategy, etc…)”

17. Community Management Means Enabling the Community

18. The Challenge

19. The Challenge People often don’t agree

20. There is a code to understanding collaboration 2007 by David Eaves

21. Harvard Negotiation Project If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship

22. Interests

23. Interests Options

24. Interests Options Legitimacy

25. Interests Options Legitimacy

26. Interests Options Legitimacy Communication Relationship

27. If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship

28. Harvard Negotiation Project If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship

29. Harvard Negotiation Project Leave it! Commitment Take it… or Alternatives (BATNA)

30. Harvard Negotiation Project If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship

31. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

32. That’s great.

33. That’s great .

34. That’s great! 

35. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

36. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

37. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

38. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

39. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

40. Poor communication and/or weak relationships feed dysfunctional assumptions

41. I have all the relevant information If they knew what I knew, they’d think differently They are probably crazy, evil or stupid

42. Meta Conversation around IDENTITY

43. Meta Conversation around IDENTITY being right = being smart (or, at least, smarter than them)

44. The audience member speaking is a professor at Seneca sharing how his students reach out and join open-source communities but often have a negative initial experience and so give up. Consequently his students end up forming parallel but separate open-source forums and communities.

45. Inquire: Ask questions to learn information Paraphrase: Summarizing what you think they said Acknowledge: Their view or feelings (without agreeing, per se) Advocate: Explain your point of view

46. THOSE OF US WHO WORK IN FREE AND OPEN SOFTWARE PROJECTS OFTEN ARGUE AGGRESIVELY OR WALK AWAY INSTEAD OF FIRST USING OUR POWERS OF PERSUASION TO AFFECT A FAIR OUTCOME THAT FULLY SATISFIES ALL OF THE COMMUNITY’S DIFFERING INTERESTS

48. THOSE O F US WHO WORK IN F REE AND OPEN SO F TWARE PROJECTS O F TEN ARGUE AGGRESIVELY OR WALK AWAY INSTEAD O F F IRST USING OUR POWERS O F PERSUASION TO A FF ECT A F AIR OUTCOME THAT F ULLY SATIS F IES ALL O F THE COMMUNITY’S DI FF ERING INTERESTS

49. Aoccdrnig to rsaeerch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rgiht pclae. You can sltil raed it wouthit a big porbelm bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Tihs aslo eixaplns, at laest in prat, why so mnay of you messid so mnay of the letetr Fs. Yuor mnid saw the wolhe wrod, not ecah lteter, eevn tuohgh taht was the tsak!

50. I’m right No idiot, I’m right

51. My Conclusions Their Conclusions SHARE ASK My Conclusions DATA POOL DATA POOL From Argyris & Schon

52. My Conclusions My Interpretations Their Interpretations Their Conclusions SHARE ASK SHARE ASK My Conclusions My Interpretations DATA POOL DATA POOL From Argyris & Schon

53. SHARE ASK SHARE ASK SHARE ASK My Conclusions My Interpretations Their Interpretations Data I noticed Data they noticed DATA POOL Their Conclusions DATA POOL From Argyris & Schon

54. Changing the Game

55. 1. Tools 2. Leadership 3. Culture

56. 1. Tools

57. What do we mean by tools?

58. If “Yes” Commitment If “No” Alternatives (BATNA) Interests Options Legitimacy Communication Relationship Harvard Negotiation Project

59. Bugzilla – doing some things well Model Behaviour Set examples Establish norms

60. Bugzilla – making it better Ask Why… Drive at interests Why should the software perform this way

61. Where is the Bugzilla for non-software problems?

62. 2. Leadership

63. Be the change you want to see in the world. - Ghandi

64. Inquire: Ask questions to learn information Paraphrase: Summarizing what you think they said Acknowledge: Their view or feelings (without agreeing, per se) Advocate: Explain your point of view

65. Facilitation is your core competency Hire Train Compensate Bonus

66. 3. Culture

67. In order to persuade you must be open to persuasion

68. Ideas are fragile Egos are fragile Create a safe space to share

69. Culture can be shaped Be proactive Choose your community values Create tools and hire leaders that honor the culture and serve the community

70. David Eaves www.eaves.ca [email_address] This presentation contains thoughtware provided by: Mike Beltzner John Lilly Mark Surman The Canada25 community The authors of Getting to Yes The authors of Difficult Conversations The Harvard Negotiation Project Chris Argyris Dr. Graham Rawlinson