Michael Edson @ UGame ULearn: The Smithsonian Commons Prototype
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Overview of the Smithsonian Web and New Media Strategy process and the development of the Smithsonian Commons for the UGame ULearn conference, TU Delft Library and DOK ...

Overview of the Smithsonian Web and New Media Strategy process and the development of the Smithsonian Commons for the UGame ULearn conference, TU Delft Library and DOK
Library Concept Center, Delft, NL
3/31/2010

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Michael Edson @ UGame ULearn: The Smithsonian Commons Prototype Presentation Transcript

  • 1. The Smithsonian CommonsVast, Findable, Shareable, Freefor UGameULearn
    UGameUlearn 2010
    TU Delft Library and DOK
    Library Concept Center, Delft, NL
    3/31/2010
    Michael Edson
    Director, Web and New Media Strategy
    Smithsonian Institution, Office of the CIO
    edsonm@si.edu | @mpedson
  • 2. Preamble
    Twitter @mpedson
    UGameUlearn twitter hashtag #ugul10Flickr: Ugame
    Slides and documents: http://slideshare.net
    Smithsonian Web and New Media Strategy wiki: http://smithsonian-webstrategy.wikispaces.com
    Coming soon: http://www.si.edu/commons
    Note: I’m not an official spokesperson for the Smithsonian Institution !
  • 3. The Smithsonian Institution
  • 4. Smithsonian Strategic Plan
    Four Grand Challenges
    Smithsonian Secretary G. Wayne Clough
  • 5. Smithsonian Strategic Plan
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
  • 6. Smithsonian Strategic Plan
    Strategy Schmatergy! We’ve seen strategy before!
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
    A GenericHumbug
  • 7. Smithsonian Strategic Plan
    No! This is about solving big hairy problems— ”work that matters” (via @timoreilly)
    Strategy Schmatergy! We’ve seen strategy before!
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
    A GenericHumbug
  • 8. Empower citizen-scholars!
    Blend assets w. new technology!
  • 9. Solve big complex problems!
    Interdisciplinary collaborations and partnerships!
  • 10. Interdisciplinary
    Collaborative
    Entrepreneurial
  • 11. “Innovative informal education” !!!
  • 12. “Use our vast resources for the public good in the midst of unceasing change”
  • 13. c
  • 14. This is big, audacious, important stuff.
    This is work!
    This is relevance earned through a job well done.
  • 15. First order questions
    Where is this work going to take place?
    What kind of organization, infrastructure, platforms will be needed to support it?
    What is the organizational change model? How will change happen? What will it look like?
  • 16. First order questions
    Where is this work going to take place?
    What kind of organization, infrastructure, platforms will be needed to support it?
    What is the organizational change model? How will change happen? What will it look like?
    “You know Michael, this strategy is just the part of the iceberg you can see above the water. Everything below the waterline is change management.”
    Leo Mullen
    CEO, Navigation Arts
  • 17.
  • 18. Something strange is going onwithin our institutions
  • 19. Chris AndersonFree, the Future of a Radical Price
  • 20. Chris AndersonFree, the Future of a Radical Price
    Huh!?
    Duh!
  • 21. Huh!?
    Duh!
  • 22. Thermocline(a metaphor)
    Stratified water temperature acts as a barrier
  • 23. Thermocline(a metaphor)
    Knowledge, communication,
    action models are different
    Management
    Practitioners
  • 24. Thermocline(a metaphor)
    Messages get distorted, lost
  • 25. Thermocline(a metaphor)
    Messages get distorted, lost
  • 26. Thermocline(a metaphor)
    Thermocline Issues define the change environment and explain why the commons is such an important idea
  • 27. Urgency
    Thermocline Issues
    Complacency
    John P. Kotter, A Sense of Urgency
  • 28. In exchange for public
    funds and public trust,museums should
    do workfor society
    Thermocline Issues
    Museums are for…
    What could you accomplish with
    $1b /year for 50 years?
  • 29. Institutions built onthe model of
    social entrepreneurship:
    Think Big,Start SmallMove Fast
    Thermocline Issues
    Institutions built onthe model ofenduring wisdom*
    We can move slowlybecause wisdom endures
    *Via Peter Schwartz, GBN
  • 30. Thermocline Issues
    Focus on innovation/
    discovery inside the Institution
    Catalyze innovation/
    discovery
    outside the institution
    Joy’s Law: no matter
    who you are, most of
    The smartest people
    work for someone else
  • 31. Thermocline Issues
    The most interestingecosystems arein “border habitats”between the two
    You can managetechnology and content
    separately
  • 32. Thermocline Issues
    Fixation on Web 2.0
    and Social Media
  • 33. Thermocline Issues
    The Web is a
    fundamentally new
    way of getting
    things done
    The Web is
    a bigger megaphone
  • 34. Thermocline Issues
    “we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organization …Getting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.”
    Clay Shirky
  • 35. Thermocline Issues
    Build an ascendant brandby“doing work that matters”
    Make money, now
    “Once [the Smithsonian] has increased user base 100x or more, many other possibilities open”
    Carl Malamud
    Public.resource.org
    Tim O’Reillyhttp://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
  • 36. Thermocline Issues
    The Desktop Internet
    3.5 Billionmobile subscribers
  • 37. Thermocline Issues
    The Desktop Internet
    3.5 Billionmobile subscribers
    Moore’s Law means
    these things will be 20X
    More powerful in a few years...
    It’s going to get FREAKY!
  • 38. Thermocline Issues
    The Desktop Internet
    3.5 Billionmobile subscribers
    Moore’s Law means
    these things will be 20X
    More powerful in a few years...
    It’s going to get FREAKY!
  • 39. Gardeningchange model*Build a platform &cultivate Web 2.0
    As a way of thinkingabout work
    Thermocline Issues
    Manufacturingchange model
    “Lets Build Product Xand be done with it”
    * Via Josh Greenberg, NYPL
  • 40. Your users are heroes
    In their ownepic journeys
    Thermocline Issues
    Provide services
    to passive audiences
  • 41. Your users are heroes
    In their ownepic journeys
    Thermocline Issues
    Provide services
    to passive audiences
  • 42. Smithsonian Web and New Media Strategy
    The updated Learning Model
  • 43. Old Learning Model
    Old Learning Model
    New Learning Model
    New Learning Model
  • 44. Your users are heroes
    In their ownepic journeys
    Thermocline Issues
    Provide services
    to passive audiences
    Kathy Sierra
  • 45. Thermocline Issues
    These thermocline issues..
    Urgency
    Velocity
    Web 2.0 fundamentals
    The mobile Internet
    Moore’s law
    and the changing workplace…
  • 46. Thermocline Issues
    …should be at the core of any responsible discussion of public institutions—knowledge institutions—and our role in the culture.
  • 47. Thermocline Issues
    …should be at the core of any responsible discussion of public institutions—knowledge institutions—and our role in the culture.
    What is our work, and how should we do it?
  • 48.
  • 49. Relevance
  • 50. Relevance
    Note: more detail, text, footnotes, links related to the following slides are in the paper Imagining a Smithsonian Commons
    http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
  • 51. Relevance
    Q: Have you ever visited a Smithsonian Web site?
    http://www.youtube.com/watch?v=N5x4Sga0d1s
  • 52. Relevance
    Unexpected Rivals in Google Search
    Google Images
    Wikipedia
    Ocean.com
    Discoveryeducation.com
    NASA
    Enchantedlearning.com
  • 53. Relevance
    Unexpected Rivals in Reach
    Google Images
    Wikipedia
    Ocean.com
    …so much more reach than SI
    that we don’t even show up on the graph…
    Enchantedlearning.com
    si.edu
    discoveryeducation.com
    ocean.com
  • 54. Relevance
    Unexpected Rivals in Reach (July – Sept, 2009)
    Enchantedlearning.com
    si.edu
    discoveryeducation.com
    ocean.com
  • 55. Relevance
    Unexpected Rivals in Reach (July – Sept, 2009)
    Enchantedlearning.com is a two person team, with more online reach than the world’s largest museum and research complex!
    Enchantedlearning.com
    si.edu
    discoveryeducation.com
    ocean.com
  • 56. Relevance
    Traffic Trending Down
    si.edu – 4% reach
    Wikipedia.org + 8% reach
    MoMA.org + 12% reach
    npr.org + 20% reach
  • 57. Relevance
    Brand Identity
    Brandtags.net
    We are the 560th of 928 brands
  • 58. Relevance
    We’re competing with… everybody!
  • 59. Relevance
    We’re competing with… everybody!
  • 60. Relevance
    We’re competing with… everybody!
    http://www.youtube.com/watch?v=FNXahIoXMw8&playnext_from=TL&videos=wEF3FIOIjaU
    http://flickr.com/search/?q=spaceshipone&w=all
  • 61. Relevance
    The Demographic Tsunami
    November 2007 data: Pew Internet and American Life Project
  • 62. Relevance
    The Demographic Tsunami
    “Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
    Lee RainiePew Internet and American Life Project
  • 63. Relevance
    Collaborative Model
    “we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organization …Getting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.”
    Clay Shirky
  • 64. Relevance
    “The Smithsonian is not an Institution that understands me”
    From focus group withBay Area millennials, 2009
    “Surprise me!”
  • 65. Relevance
    The Demographic Tsunami
    “Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
    Lee RainiePew Internet and American Life Project
  • 66. Relevance
    The Demographic Tsunami
    “Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
    Do we behave, manage, and spend money
    as if we believe this is true?
    Lee RainiePew Internet and American Life Project
  • 67. Enter Web and New Media Strategy
  • 68. Smithsonian 2.0
  • 69. Smithsonian 2.0
  • 70. Process: Workshops to Wiki
  • 71. Process: Workshops to Wiki
    Process at-a-glance
    “The main intent of the workshops is to move relevant information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.”
  • 72. Process: Workshops to Wiki
  • 73. Process: Workshops to Wiki
  • 74. Process: Workshops to Wiki
    As participants are speaking, what they’re saying is being typed and saved on a public wiki
  • 75. Process: Workshops to Wiki
    “What I say really matters (because I know it will be seen/heard after the meeting ends)”
  • 76. Process: Workshops to Wiki
    “Not everything that matters will get said in the next hour by the people in this room. The wiki encourages thoughtful synthesis and new ideas”
  • 77. Very important slide!
    The advantages of public, transparent, and fast
    • Faster than traditional committee-driven process (Time is the enemy)
    • 78. Increase size of brain trust (Joy’s Law)
    • 79. Improve the odds for change
    • 80. Improve odds for execution (public promises not easily forgotten)
    • 81. Outside champions more likely to support “commons” goals than status-quo insiders
    • 82. Walking the Talk vis-à-vis crowdsourcing and innovation model
    • 83. “You get what you practice”
  • Web & New Media Strategy
    This is a document that is supposed to DO WORK
    Aspirationaland achievable
    External Mission
    Brand
    Learning
    Audience
    Internal Interpretation
    Technology
    Business Model
    Governance
  • 84. Web & New Media Strategy
    This is a document that is supposed to DO WORK
    Aspirationaland achievable
    External Mission
    Brand
    Learning
    Audience
    Internal Interpretation
    Technology
    Business Model
    Governance
  • 85. Web & New Media Strategy
    This is a document that is supposed to DO WORK
    Aspirationaland achievable
    External Mission
    Brand
    Learning
    Audience
    Internal Interpretation
    Technology
    Business Model
    Governance
  • 86. Web & New Media Strategy Structure
    Three Themes
    Update the Smithsonian Digital Experience
    Update the Smithsonian Learning Model
    Balance Autonomy and Control within SI
    Eight Goals
    External Mission
    Brand
    Learning
    Audience
    Internal Interpretation
    Technology
    Business Model
    Governance
    Each Goal has specific program, policy, and tactical recommendations
  • 87. http://smithsonian-webstrategy.wikispaces.com/
  • 88. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 89. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 90. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 91. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 92. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 93. What is a Commons?
    A set of resources maintained in the public sphere for the use and benefit of everyone
  • 94. What is a Commons?
  • 95. What is a Commons?
    The Anti-Commons…
  • 96. What is a Commons?
    An organized workshop where raw materials can be found and assembled into new things.
  • 97. What is a Commons?
    Note: more detail, text, footnotes, links related to this topic are in the papers Imagining a Smithsonian Commons
    http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
    and
    Museum Commons: A professional interaction
    http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
  • 98. 12 dimensions of a commons
  • 99. 12 dimensions of a commons
    1. Federated
    Assets from separate databases or repositories are presented together, irrespective of what organization or department they came from
  • 100. 12 dimensions of a commons
    2. Designed for usersToolsets to allow specific user groups to effectively use the combined collections and data
  • 101. 12 dimensions of a commons
    3. FindableSearch and findability are strongly emphasized
  • 102. 12 dimensions of a commons
    4. ShareableThe architecture of the commons emphasizes persistent URL's and linking/embedding tools that enable and encourage sharing
  • 103. 12 dimensions of a commons
    5. Reusable: Intellectual property policies are uniform and clearly stated
  • 104. 12 dimensions of a commons
    6. FreeAssets are free to access and use
  • 105. 12 dimensions of a commons
    7. Bulk downloadThe commons platform provides for bulk download of assets
  • 106. 12 dimensions of a commons
    8. Machine readableAssets are presented in machine readable formats
  • 107. 12 dimensions of a commons
    9. High resolutionAssets are made available in high resolution and not unnecessarily restricted.
  • 108. 12 dimensions of a commons
    10. Collaboration without controlThe commons platform, through a combination of the attributes above, enables collaboration and research without the necessity of formal contracts or agreements.
  • 109. 12 dimensions of a commons
    11. Network effectsCommons platforms are designed to take advantage of network effects from user contributions
  • 110. 12 dimensions of a commons
    12. The Public DomainParticularly for collecting institutions, understanding and advancing the public domain (U.S. law) or “CC-0” (Creative Commons “zero”) is, or should be, a core activity
  • 111. 12 dimensions of a commons
    Later, encapsulated as
    Vast, Findable, Shareable, Free… (stay tuned)
  • 112.
  • 113. How do we talk about this?
  • 114. How do we talk about this?
    What does this mean for staff and users?
  • 115. How do we talk about this?
    What does this mean for staff and users?
    A lot of Thermocline topics here, which we know can be confusing and devisive…
  • 116. Huh?
  • 117. Let’s Build a Prototype!
    Huh?
  • 118. What’s a Prototype?
    An audio-visual presentation that shows the attributes of a fully completed Smithsonian Commons as seen through the eyes of our users.
    Let’s Build a Prototype!
  • 119. What’s a Prototype?
    Push / pull between understanding what this thing is and understanding how to sell it
    Let’s Build a Prototype!
  • 120.
  • 121. http://smithsonian-webstrategy.wikispaces.com
  • 122. The Smithsonian Commons Will…
    http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Addendum+-+The+Smithsonian+Commons+Will
  • 123.
  • 124. Conceptual Development: “Low Rez” Wireframes
  • 125. Conceptual Development: Paper Prototypes
  • 126.
  • 127. To maximize speed and promote the values of prototyping (as opposed to polished end-product development) we put rough process videos (via YouTube embeds), storyboards (via Scribd embeds), scripts, notes, comments…all on a public wiki. For example: http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Story+2+-+Teacher-Family
  • 128. The Attributes of the Smithsonian Commons
  • 129. Vast
    Anyone in the world can have access to the whole Smithsonian, including access to deep collections and the vitality, curiosity, and creativity of our staff, visitors, partners, and our extended global community. The Smithsonian is at the center of an amazing network of ideas, collections, and people. No other institution can offer so much to so many.
  • 130. Findable
    Through the Smithsonian Commons the vastness of the Smithsonian can be discovered because search, navigation, and the overall user experience is about helping people to find the content they’re interested in, in the ways they expect to find it, including through recommendations and comments by staff experts - - and visitors - - external search sites, and social networks.
  • 131. Shareable
    Sharing is the foundation of collaboration and learning. The Smithsonian’s impact can be greatly amplified if what we have and what we do is easy to share. The Smithsonian Commons is about catalyzing creativity and innovation by encouraging the use and re-use of our collections and expertise for work and pleasure, in social networks, on mobile phones, and in the classroom, workshop, and laboratory.
  • 132. Free
    The Smithsonian is built on the idea that the tools of discovery and knowledge creation should be available to all, and the Smithsonian Commons will be built on the idea that free, trusted, high-quality resources can create a lot of good in the world…
  • 133. Art is the lie that helps ustell the truth
    Pablo Picasso
    The prototype…
  • 134. Screen capture from Smithsonian Commons prototype(coming soon @ http://www.si.edu/commons)
  • 135. http://www.si.edu/commons(coming soon!)
  • 136. Trailhead
    The Smithsonian Commons Prototype
    http://www.si.edu/commons (coming soon!)
    Strategy Process
    http://www.slideshare.net/edsonm/michael-edson-mcn-09-smithsonian-web-and-new-media-strategy-drivers-process-and-execution
    Strategy Wiki
    http://smithsonian-webstrategy.wikispaces.com
    Imagining a Smithsonian Commons
    Paper, ppt, link to video at http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
    Formal paper about the strategy & process
    http://www.slideshare.net/edsonm/michael-edson-the-smithsonian-web-and-new-media-strategy-what-it-is-how-we-made-it-and-why-it-makes-a-difference-3656578
    Paper about the attributes of a commons
    http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
    Thermocline, process maturity, other presentations/papers
    http://slideshare.net/edsonm
    Twitter: @mpedson, #si20
  • 137. Thank You!!!