Community Management: Open Source’s Core Competency

does not compute By David Eaves

does not compute

Open Source

Open Source

Open Source (Public Policy)

Open Source

(Public Policy)

Negotiation Conflict Management Facilitation Collaborative Decision Making Difficult Conversations Strategy

Negotiation

Mozilla ≠ Software Company (Legacy OrgWare)

Mozilla ≠ Software Company

(Legacy OrgWare)

Mozilla = Community Management Organization

Mozilla =

Community Management Organization

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

“ Firefox represents a community of people who have a vision for the internet”

“ Our organization is community”

Mitchell Baker

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

“How do we take open source to scale?”

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

Community Management Means Enabling the Community

Community Management

Means

Enabling the Community

The Challenge

The Challenge

The Challenge People often don’t agree

The Challenge

People often don’t agree

There is a code to understanding collaboration 2007 by David Eaves

There is a code to understanding collaboration

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

Interests

Interests Options

Interests Options Legitimacy

Interests Options Legitimacy

Interests Options Legitimacy Communication Relationship

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

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

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

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

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

That’s great.

That’s great.

That’s great .

That’s great .

That’s great! 

That’s great! 

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

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

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

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

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

Poor communication and/or weak relationships feed dysfunctional assumptions

Poor communication

and/or

weak relationships

feed

dysfunctional assumptions

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

I have all the relevant information

If they knew what I knew, they’d think differently

They are probably crazy, evil or stupid

Meta Conversation around IDENTITY

Meta Conversation

around

IDENTITY

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

Meta Conversation

around

IDENTITY

being right = being smart

(or, at least, smarter than them)

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.

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.

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

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

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

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

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

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

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!

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!

I’m right No idiot, I’m right

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

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

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

Changing the Game

Changing the Game

1. Tools 2. Leadership 3. Culture

1. Tools

2. Leadership

3. Culture

1. Tools

1. Tools

What do we mean by tools?

What do we mean by tools?

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

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

Bugzilla – doing some things well

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

Bugzilla – making it better

Where is the Bugzilla for non-software problems?

Where is the Bugzilla for non-software problems?

2. Leadership

2. Leadership

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

Be the change you want to see in the world.

- Ghandi

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

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

Facilitation is your core competency Hire Train Compensate Bonus

Facilitation is your

core competency

Hire

Train

Compensate

Bonus

3. Culture

3. Culture

In order to persuade you must be open to persuasion

In order to persuade

you must be

open to persuasion

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

Ideas are fragile

Egos are fragile

Create a safe space to share

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

Culture can be shaped

Be proactive

Choose your

community values

Create tools and hire leaders

that honor the culture

and serve the community

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

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