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Communities Manifesto 10 principles for successful communities Stan Garfield December 2010 [email_address]
What is a community of practice? Communities are groups of people who, for a specific topic, share one or more: Specialty Passion Interest Role Concern Set of problems What Community members deepen their understanding of the topic by: Interacting on an ongoing basis Asking and answering questions Sharing their knowledge Reusing good ideas Solving problems for one another Developing new and better ways of doing things How Why People join communities in order to: Share new ideas, lessons learned, proven practices, insights, and practical suggestions Innovate through brainstorming, building on each other's ideas, and keeping informed on emerging developments Reuse solutions through asking and answering questions, applying shared insights, and retrieving posted material Collaborate through threaded discussions, conversations, and interactions Learn from other members of the community; from invited guest speakers about successes, failures, case studies, and new trends; and through mentoring Communities of Practice
10 principles for successful communities Communities should be independent of organization structure; they are based on what members want to interact on.  Communities are different from teams; they are based on topics, not on assignments. Communities are not sites, team spaces, blogs or wikis; they are people who choose to interact. Community leadership and membership should be voluntary; you can suggest that people join, but should not force them to. Communities should span boundaries; they should cross functions, organizations, and geographic locations. Minimize redundancy in communities; before creating a new one, check if an existing community already addresses the topic. Communities need a critical mass of members; take steps to build membership. Communities should start with as broad a scope as is reasonable; separate communities can be spun off if warranted. Communities need to be actively nurtured; community leaders need to create, build, and sustain communities. Communities can be created, led, and supported using TARGETs: Types, Activities, Requirements, Goals, Expectations, Tools. Communities of Practice
1. Communities should be independent. Communities should be based on topics which use easily-recognized terminology, not on organization structure. Communities should be organized around industry-standard, universal topics with which members can identify in their specialties and roles. Organizations are best served by providing informational sites based on organization structure or internal terminology. Communities are best served by providing collaborative capabilities, such as threaded discussion boards and meetings. Provide links from organization sites to all relevant communities. Communities of Practice
2. Communities are different from organizations and teams. Communities Organizational Sites Teams Purpose Sharing Innovating Reusing Collaborating Learning Communicating Providing information Accomplishing a mission Audience People interested in the subject Members of the organization Others seeking information Members of the team Motivation Voluntary  Assigned (member of organization) Voluntary (others) Assigned Duration  Ongoing  Until the next reorganization Finite Use  Asking and answering questions Sharing knowledge Reusing good ideas Solving problems for one another Brainstorming new ideas Finding useful content Staying current on the organization Hearing from leadership Participating in calls and meetings Finding contacts and experts Sharing documents and files Using a shared calendar Attending regular calls and meetings Maintaining a list of team members Editing shared documents Alignment  Specialty, role, interest, or passion Organization Responsibility Navigation Community directory with filters Intranet navigation by organization By invitation only Requirements Subject: A specialty Members: Interested people Interaction: Calls and discussions Leaders: Passionate  people Enthusiasm: Willing to spend time Domain Content Business owner Site publisher Consumers Work or operating unit Task force Committee  Initiative Project Tools Community site Join button and membership list Events Newsletter or blog Threaded discussion board Organizational site Content Events Announcements, newsletter, or blog Team site Calendar Document library  Meeting agendas Wiki Examples Cloud Computing Project Management SharePoint Social Media AERS Consulting FAS Tax Client project team Internal organizational team
3. Communities are people, not tools. Community sites may use collaboration spaces, blogs, and wikis, but these tools are merely supporting the members, not defining them. Communities are not the same as social networks, readers of the same blog, or editors of the same wiki page. Communities are made up of people and are supported by processes and technology.  You can have a community with no technology at all, but most communities are well-served by using a few key tools. Communities of Practice
4. Community participation should be voluntary. People want to exercise their own discretion on which communities to join, whether or not to join, and when to join. They will resent being subscribed by someone else and will resist attempts to make them do something they did not choose to do. The passion of the leaders and members for the topic of the community is what sustains it. To entice members to join communities, the leaders should make membership appealing. Create communities for which potential members want to be included in discussions, meetings, and other interactions - make it so they don't want to miss out on what is going on. Communities of Practice
5. Communities should span boundaries. By transcending organizational structures and boundaries, communities take advantage of diverse experiences, perspectives, and talents. Those who wish to start a community frequently assert that it is just for one business unit, location, language, or role.  For example, a product-focused community that is just for technical people, not sales or marketing people. Another example is a community which is set up in one country and wants to limit membership to that country. In general, keeping out people who could benefit from membership and offer help to those already in the community hurts both groups. Example: KM Communities SIKM Leaders Community – threaded discussions and monthly calls Midwest KM Community – monthly lunch meetings and annual KM symposium Communities of Practice
6. Minimize redundancy in communities. Reviewing requests for new communities has these benefits: Redundant communities can be prevented. A central directory of communities can be maintained, helping potential members find the right ones to join. By keeping the number of communities to a reasonable minimum, a long and confusing list for users to choose from is avoided. Silos which isolate people who could benefit from being connected are avoided. Critical mass is achieved, helping to ensure that each community succeeds and takes advantage of scale. Example: HP K-Link Most requests for new communities which address a topic already covered by an existing one should be responded to by suggesting that the requester become a co-leader of the existing one. Communities of Practice
7. Communities need a critical mass of members. A community usually needs at least 50 members, with 100 being a better target. In a typical community, 10% or fewer of the members will tend to post, ask questions, present, etc. As the community grows in size, it becomes more likely that experts belong, that questions will be answered, and that a variety of topics will be discussed. Increasing the size of a community yields more potential speakers at community events and conference calls. A community benefits from a broad range of perspectives. It results in greater leverage, since for the same effort, more people realize the benefits. Communities of Practice
8. Avoid having too narrow a scope.  Local organizations tend to think of creating local communities and sharing within them, but are reluctant to expand to a global community. Encourage communities to be broader and to include other countries, other parts of the organization, customers, partners, and former employees. Rules of Thumb  Initially, the broadest possible approach to a new community should be supported, and narrowing either by geography or function should be discouraged. Local chapters can be created as subsets of larger communities. Start with the broadest feasible topics, and narrow down as needed.  Spin off narrower sub-topics only when a high volume of discussion or communication makes it necessary. Suggest that overlapping communities with similar topics be combined, either directly or with one as a subset of the other. Challenge those with a niche topic to prove that it warrants its own community: Start as part of a broader community, play an active role in leading discussions and events, and prove a high level of interest. If the volume of activity becomes high, spin off a separate community. If the volume of activity does not become high, remain in the community until it does. Communities of Practice
9. Communities need to be actively nurtured. Implement and manage the SCENT tools - Site, Calendar, Events, News, Threads Perform the SHAPE tasks - Schedule, Host, Answer, Post, Expand Regularly suggest to those with questions or interest in the topic that they join the community and use its tools. Communities of Practice
10. Use TARGETs to manage communities. Types can be used for describing communities, creating a community directory, and helping users readily navigate to the communities which interest them. Activities should be used to explain to community members what it means to be a member of a community and how they should participate. Requirements should be used to decide if a community should be created and if it is likely to succeed. Goals should be set for communities, and progress against those goals should be measured and reported. Expectations should be set for community leaders to define their role and to ensure that communities are nurtured. Tools should support member interaction. Communities of Practice
Types:  describe communities, create community directory, and help users readily navigate to communities which interest them. TRAIL Topic (e.g., Enterprise Applications, Cloud Computing) Role (e.g., Project Management, Software Development) Audience (e.g., Recruits, Women) Industry (e.g., Manufacturing, Telecommunications) or Client (e.g., European Union, US Federal Government) Location (e.g., US, UK)   Communities of Practice
Activities: explain to community members what it means to be a member of a community and how they should participate. SPACE Subscribe: Get email or RSS and regularly read a threaded discussion board Post: Start a new thread or reply in a threaded discussion board Attend: Participate in community events Contribute: Submit content to the community newsletter, blog, wiki, or site  Engage: Ask a question, make a comment, or give a presentation Communities of Practice
Requirements should be used to decide if a community should be created and if it is likely to succeed.  SMILE Subject: A specialty to learn and/or collaborate about  Members: People interested in the subject Interaction: Meetings, calls, and discussions Leaders: People passionate about the subject who are dedicated to creating, building, and sustaining a community Enthusiasm: Motivation to engage and spend time collaborating and/or learning about the subject Communities of Practice
Goals should be set for communities and progress against those goals should be measured and reported.  Unhealthy communities should nurtured back to health or retired. PATCH Participation: % of target population which is a member of at least one community  Anecdotes: % of communities displaying the following on their sites:  Testimonials by community members on the value of participation  Stories about the usefulness of the community  Posts thanking other members for their help Tools: % of communities having all five key tools Coverage: % of desired topics covered by at least one community  Health: % of communities meeting these criteria:  At least one post to a threaded discussion board per week At least one newsletter or blog post per month At least one conference call, webinar, or face-to-face meeting per quarter At least 50 members  At least 10 members participating in each event Communities of Practice
Expectations should be set for community leaders to define their role and to ensure that communities are nurtured. SHAPE Schedule: Line up speakers and set up events  Host: Initiate and run conference calls, webinars, and face-to-face meetings Answer: Ensure that questions in the threaded discussion board receive replies, that discussions are relevant, and that behavior is appropriate Post: Share information which is useful to the members by posting to the threaded discussion board, blog, and newsletter Expand: Increase the number of members Communities of Practice
Tools should support member interaction. SCENT Site: home page - for reaching new members and sharing information with current ones Calendar: of community events - for promoting interaction Events: meetings, conference calls, webinars - for interacting personally  News: newsletter or blog - for ongoing communications and publicity  Threads: threaded discussion board - for interacting virtually   Communities of Practice
Community Examples: SIKM Leaders Communities of Practice
Community Examples: KMWorld LinkedIn Group Communities Manifesto
Community Examples: comm-prac Communities of Practice
Community Examples: CPsquare Communities of Practice
Community Examples: APQC KM Community Communities of Practice
Community Examples: Midwest KM Community Communities of Practice
For additional information Communities of Practice Read the full Communities Manifesto at  http://bit.ly/afEKbN Visit my web site at  http://sites.google.com/site/stangarfield/home Follow me on Twitter @stangarfield Read my book The views expressed in this presentation are mine alone and do not necessarily reflect the views of my current or former employers.

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Communities Manifesto

  • 1. Communities Manifesto 10 principles for successful communities Stan Garfield December 2010 [email_address]
  • 2. What is a community of practice? Communities are groups of people who, for a specific topic, share one or more: Specialty Passion Interest Role Concern Set of problems What Community members deepen their understanding of the topic by: Interacting on an ongoing basis Asking and answering questions Sharing their knowledge Reusing good ideas Solving problems for one another Developing new and better ways of doing things How Why People join communities in order to: Share new ideas, lessons learned, proven practices, insights, and practical suggestions Innovate through brainstorming, building on each other's ideas, and keeping informed on emerging developments Reuse solutions through asking and answering questions, applying shared insights, and retrieving posted material Collaborate through threaded discussions, conversations, and interactions Learn from other members of the community; from invited guest speakers about successes, failures, case studies, and new trends; and through mentoring Communities of Practice
  • 3. 10 principles for successful communities Communities should be independent of organization structure; they are based on what members want to interact on. Communities are different from teams; they are based on topics, not on assignments. Communities are not sites, team spaces, blogs or wikis; they are people who choose to interact. Community leadership and membership should be voluntary; you can suggest that people join, but should not force them to. Communities should span boundaries; they should cross functions, organizations, and geographic locations. Minimize redundancy in communities; before creating a new one, check if an existing community already addresses the topic. Communities need a critical mass of members; take steps to build membership. Communities should start with as broad a scope as is reasonable; separate communities can be spun off if warranted. Communities need to be actively nurtured; community leaders need to create, build, and sustain communities. Communities can be created, led, and supported using TARGETs: Types, Activities, Requirements, Goals, Expectations, Tools. Communities of Practice
  • 4. 1. Communities should be independent. Communities should be based on topics which use easily-recognized terminology, not on organization structure. Communities should be organized around industry-standard, universal topics with which members can identify in their specialties and roles. Organizations are best served by providing informational sites based on organization structure or internal terminology. Communities are best served by providing collaborative capabilities, such as threaded discussion boards and meetings. Provide links from organization sites to all relevant communities. Communities of Practice
  • 5. 2. Communities are different from organizations and teams. Communities Organizational Sites Teams Purpose Sharing Innovating Reusing Collaborating Learning Communicating Providing information Accomplishing a mission Audience People interested in the subject Members of the organization Others seeking information Members of the team Motivation Voluntary Assigned (member of organization) Voluntary (others) Assigned Duration Ongoing Until the next reorganization Finite Use Asking and answering questions Sharing knowledge Reusing good ideas Solving problems for one another Brainstorming new ideas Finding useful content Staying current on the organization Hearing from leadership Participating in calls and meetings Finding contacts and experts Sharing documents and files Using a shared calendar Attending regular calls and meetings Maintaining a list of team members Editing shared documents Alignment Specialty, role, interest, or passion Organization Responsibility Navigation Community directory with filters Intranet navigation by organization By invitation only Requirements Subject: A specialty Members: Interested people Interaction: Calls and discussions Leaders: Passionate people Enthusiasm: Willing to spend time Domain Content Business owner Site publisher Consumers Work or operating unit Task force Committee Initiative Project Tools Community site Join button and membership list Events Newsletter or blog Threaded discussion board Organizational site Content Events Announcements, newsletter, or blog Team site Calendar Document library Meeting agendas Wiki Examples Cloud Computing Project Management SharePoint Social Media AERS Consulting FAS Tax Client project team Internal organizational team
  • 6. 3. Communities are people, not tools. Community sites may use collaboration spaces, blogs, and wikis, but these tools are merely supporting the members, not defining them. Communities are not the same as social networks, readers of the same blog, or editors of the same wiki page. Communities are made up of people and are supported by processes and technology. You can have a community with no technology at all, but most communities are well-served by using a few key tools. Communities of Practice
  • 7. 4. Community participation should be voluntary. People want to exercise their own discretion on which communities to join, whether or not to join, and when to join. They will resent being subscribed by someone else and will resist attempts to make them do something they did not choose to do. The passion of the leaders and members for the topic of the community is what sustains it. To entice members to join communities, the leaders should make membership appealing. Create communities for which potential members want to be included in discussions, meetings, and other interactions - make it so they don't want to miss out on what is going on. Communities of Practice
  • 8. 5. Communities should span boundaries. By transcending organizational structures and boundaries, communities take advantage of diverse experiences, perspectives, and talents. Those who wish to start a community frequently assert that it is just for one business unit, location, language, or role. For example, a product-focused community that is just for technical people, not sales or marketing people. Another example is a community which is set up in one country and wants to limit membership to that country. In general, keeping out people who could benefit from membership and offer help to those already in the community hurts both groups. Example: KM Communities SIKM Leaders Community – threaded discussions and monthly calls Midwest KM Community – monthly lunch meetings and annual KM symposium Communities of Practice
  • 9. 6. Minimize redundancy in communities. Reviewing requests for new communities has these benefits: Redundant communities can be prevented. A central directory of communities can be maintained, helping potential members find the right ones to join. By keeping the number of communities to a reasonable minimum, a long and confusing list for users to choose from is avoided. Silos which isolate people who could benefit from being connected are avoided. Critical mass is achieved, helping to ensure that each community succeeds and takes advantage of scale. Example: HP K-Link Most requests for new communities which address a topic already covered by an existing one should be responded to by suggesting that the requester become a co-leader of the existing one. Communities of Practice
  • 10. 7. Communities need a critical mass of members. A community usually needs at least 50 members, with 100 being a better target. In a typical community, 10% or fewer of the members will tend to post, ask questions, present, etc. As the community grows in size, it becomes more likely that experts belong, that questions will be answered, and that a variety of topics will be discussed. Increasing the size of a community yields more potential speakers at community events and conference calls. A community benefits from a broad range of perspectives. It results in greater leverage, since for the same effort, more people realize the benefits. Communities of Practice
  • 11. 8. Avoid having too narrow a scope. Local organizations tend to think of creating local communities and sharing within them, but are reluctant to expand to a global community. Encourage communities to be broader and to include other countries, other parts of the organization, customers, partners, and former employees. Rules of Thumb Initially, the broadest possible approach to a new community should be supported, and narrowing either by geography or function should be discouraged. Local chapters can be created as subsets of larger communities. Start with the broadest feasible topics, and narrow down as needed. Spin off narrower sub-topics only when a high volume of discussion or communication makes it necessary. Suggest that overlapping communities with similar topics be combined, either directly or with one as a subset of the other. Challenge those with a niche topic to prove that it warrants its own community: Start as part of a broader community, play an active role in leading discussions and events, and prove a high level of interest. If the volume of activity becomes high, spin off a separate community. If the volume of activity does not become high, remain in the community until it does. Communities of Practice
  • 12. 9. Communities need to be actively nurtured. Implement and manage the SCENT tools - Site, Calendar, Events, News, Threads Perform the SHAPE tasks - Schedule, Host, Answer, Post, Expand Regularly suggest to those with questions or interest in the topic that they join the community and use its tools. Communities of Practice
  • 13. 10. Use TARGETs to manage communities. Types can be used for describing communities, creating a community directory, and helping users readily navigate to the communities which interest them. Activities should be used to explain to community members what it means to be a member of a community and how they should participate. Requirements should be used to decide if a community should be created and if it is likely to succeed. Goals should be set for communities, and progress against those goals should be measured and reported. Expectations should be set for community leaders to define their role and to ensure that communities are nurtured. Tools should support member interaction. Communities of Practice
  • 14. Types: describe communities, create community directory, and help users readily navigate to communities which interest them. TRAIL Topic (e.g., Enterprise Applications, Cloud Computing) Role (e.g., Project Management, Software Development) Audience (e.g., Recruits, Women) Industry (e.g., Manufacturing, Telecommunications) or Client (e.g., European Union, US Federal Government) Location (e.g., US, UK)   Communities of Practice
  • 15. Activities: explain to community members what it means to be a member of a community and how they should participate. SPACE Subscribe: Get email or RSS and regularly read a threaded discussion board Post: Start a new thread or reply in a threaded discussion board Attend: Participate in community events Contribute: Submit content to the community newsletter, blog, wiki, or site Engage: Ask a question, make a comment, or give a presentation Communities of Practice
  • 16. Requirements should be used to decide if a community should be created and if it is likely to succeed. SMILE Subject: A specialty to learn and/or collaborate about Members: People interested in the subject Interaction: Meetings, calls, and discussions Leaders: People passionate about the subject who are dedicated to creating, building, and sustaining a community Enthusiasm: Motivation to engage and spend time collaborating and/or learning about the subject Communities of Practice
  • 17. Goals should be set for communities and progress against those goals should be measured and reported.  Unhealthy communities should nurtured back to health or retired. PATCH Participation: % of target population which is a member of at least one community Anecdotes: % of communities displaying the following on their sites: Testimonials by community members on the value of participation Stories about the usefulness of the community Posts thanking other members for their help Tools: % of communities having all five key tools Coverage: % of desired topics covered by at least one community Health: % of communities meeting these criteria: At least one post to a threaded discussion board per week At least one newsletter or blog post per month At least one conference call, webinar, or face-to-face meeting per quarter At least 50 members At least 10 members participating in each event Communities of Practice
  • 18. Expectations should be set for community leaders to define their role and to ensure that communities are nurtured. SHAPE Schedule: Line up speakers and set up events Host: Initiate and run conference calls, webinars, and face-to-face meetings Answer: Ensure that questions in the threaded discussion board receive replies, that discussions are relevant, and that behavior is appropriate Post: Share information which is useful to the members by posting to the threaded discussion board, blog, and newsletter Expand: Increase the number of members Communities of Practice
  • 19. Tools should support member interaction. SCENT Site: home page - for reaching new members and sharing information with current ones Calendar: of community events - for promoting interaction Events: meetings, conference calls, webinars - for interacting personally News: newsletter or blog - for ongoing communications and publicity Threads: threaded discussion board - for interacting virtually   Communities of Practice
  • 20. Community Examples: SIKM Leaders Communities of Practice
  • 21. Community Examples: KMWorld LinkedIn Group Communities Manifesto
  • 22. Community Examples: comm-prac Communities of Practice
  • 23. Community Examples: CPsquare Communities of Practice
  • 24. Community Examples: APQC KM Community Communities of Practice
  • 25. Community Examples: Midwest KM Community Communities of Practice
  • 26. For additional information Communities of Practice Read the full Communities Manifesto at http://bit.ly/afEKbN Visit my web site at http://sites.google.com/site/stangarfield/home Follow me on Twitter @stangarfield Read my book The views expressed in this presentation are mine alone and do not necessarily reflect the views of my current or former employers.

Editor's Notes

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