In looking at @prem_k’s
mindmap on social learning today, I spent a few minutes considering what events
can be measured relative to this topic. Unfortunately, I cannot embed the
diagram in this blog but please take a look at his
I came up with the following measurable elements and
hopefully most are self-explanatory. The mechanics of how you actually measure
these items can very from trivial counting exercises to some fairly complicated
metrics for mapping networks and measuring influence and sentiment. However, I
think most of it has been done before, perhaps just not applied specifically to
learning and pedagogy. So who’s up to that challenge?
I’m also just starting on Marcia Conner (@marciamarcia) and Tony
Bingham’s book, The
New Social Learning(ASTD & Berrett-Koehler, Sep 2010), and I
expect I’ll be learning a lot from it too.
-disemmination relative to origin
(generalized SN diagram)
-disemmination of topics across overall
network (generalized SN diagram)
-rate & velocity of
-Resharing/promoting (e.g. RT,
-Acknowledging/rating (e.g. +1,
-Relationship effects -
Friending/following/connecting, or unfollowing/negative externalities/outcomes
-Searching / search results (text,
tags, social searches)
For folks who’ve asked me about social computing and the
retail industry, I’d like to describe ideas in use. Some of you may already be
familiar with these.
First of all, there’s the “w00t” idea, most common in the US
as the site www.woot.com and even featured
in campaigns with American Express and others. It’s fairly simple, every day
they list a limited quantity of a single product (at seemingly random) at a
good deal of discount. Its success depends on mixing in very popular items with
some of the ordinary ones at many different price points, spread across a wide
range of product categories.
The social element here is in competition to get
one which often heats up considerable. Folks have even created bots or software
applications to beat others to the purchase. To spur this competition on, there
is constantly updated “sales snapshots” of the purchase experience for that
item: a map of the US where it’s being purchased the most, sales per hour, the
number of times the purchaser has bought from the site before, how many the
bought, etc. Finally, the discussion thread often gives social input or
feedback to what others think of the product. Other companies have tried this,
for example, I recall seeing it on American Express shopping as Deal of the Day
where they had a Honda Civic Hybrid as the deal for almost 60% of the sale
The key element is the competition, limited quantity and
thus exclusivity of the items of the site. All the social input exists to feed
the competitive basis unlike other online retail sites, where this is not at
all emphasized. Rather they take the stance that there is always some quantity
available. However, the competitive element of woot combined with a surprise in
random but in-demand items, is what turns the social elements into a game-like
structure, and most importantly: bring people back to the site. This method
isn’t new by any means, but the online environment makes it easier to spread
the word and increase the likelihood of sales. The social experience model here
is a mass collaboration with swarm leadership and combative aggregation. (if
this doesn’t make sense to you, please read my book).
Unconfirmed, but did the jargon term “w00t” originate from
“iwoot” = “I want one of those”? See http://www.iwantoneofthose.comwhich is not this above model, and closer to what
is now “traditional” online retail, purchasing with ratings and comments. Or is
it a derivative, if I remember right, of the “woof, woof” sound made popular
back in the 1990s by the Arsenio Hall show.
is another form of social computing applied to coupons for services within your
city (again mostly in the US). Essentially, it takes the woot model to a new
level, requiring people to invite enough members to qualify for the coupon. The
time limit is again one day only, and it is specific to a city. So, if a user
really likes the coupon promotion, they may need to try to get their friends or
others of like interest to also vote for the promotion, or just wait to see if enough
people from their city vote, before they can even take advantage of it.
Here, the social experience is not entirely a mass
collaboration like woot, because people do not necessarily work entirely
independent of each other. It allows two choices: you can bring your friends as
a small community to vote and get the coupon, or you can vote and hope that
others join in. In other words, it’s a hybrid of a mass collaboration and a
community. The leadership effects are also swarm-like, with no single person in
charge and each person making their own choices (typically to vote positively
for the item). However, this is not combative but consensus aggregation.
Lee Provoost’s post, “Adopting Enterprise 2.0 in large organisations: Fiat or Ferrari?” talks about how people can start with smaller
cars like a Fiat and eventually upgrade if need be to a Ferrari, rather than
wait decades of riding public transportation until they save enough for their
top car. I don’t see the entire negative with public transportation but when it
comes to social software, this ignores a large problem: migrating from one
social software system to another is a lot more complicated than just replacing
the tool itself.
Having seen first-hand several generations of social tools
in our company, and trying to get people to migrate from one existing
environment to a new one, it takes a bit of work to get people to switch to the
new system. A better analogy than cars may be “transportation networks”. In the
US, think about asking people to stop driving and using trains instead.
First of all, change is hard: people become used to certain
features and know how to work it quickly. Unless the new social tool has the exact
same features handled exactly the same, it means new learning, often new
terminology, and trial and error.
Social tools also don’t always make it easy to migrate from
one system to another. So you may also need to reenter your profile
information, preferences, and generally reinstate what you may have already had
People place a lot of content and context into their social
environment, and unless that is all migrated with them too, they may see it as “loosing
their standing in that social environment.” For some this is in the form of
rankings; for others useful or valuable content that they left behind. New
social environments don’t need to start at zero but more often than not, they
are not fully compatible with the old ones or provide different tools and
require different fields; thus, migration is not a simple prospect of
Finally, a new system should probably not only perform better,
but all them to interact in better ways. This also means new features to ask
people to try out. The power of the new social tool may be in those new
features but in maintaining the status quo, many users will keep using what
they know, until enough people have adopted the new features.
These are just a few basic reasons in adoption that make it
difficult to simply “level up” to a new social system. If you run a social
software system in your enterprise, you should certainly not treat it like just buying a new car.
I've finally had a chance to read Malcolm Gladwell's book Outliers today. As with his previous books, he tends to border on sensationalism focuses on events which may possibly be rare outcomes but wrapping it in a story. The impact here is that he is a great storyteller, but his stories may not necessarily be correct. I can't substantiate that irrefutably but I don't need to.
For example, one chapter focuses on birthdate year as an influential factor describing a host of folks in the computer industry who have gone on to be hugely successful. But at first depoints out that SOME of these folks may have had a series of lucky breaks (e.g. Bill Gates) that gave them an advantage, most not related to their age but to their connections. Then with some quick wave of the hand, he points back to the birthdate year being the summary of the chapter. Okay, what happened there?
Patterns may exist (same location, same birthdate, etc.) but it is a combination of these factors that contribute to success. For that matter, it doesn't qualify if one particular of these factors is a bigger contributor.
He's still a great storyteller and uncovers unusual tales, but from what he has in his books alone, it's hard to tell if what he describes is really is true, or just makes for interesting entertainment. That aside, he has still achieved business star status which can direct people to think that way.
A philosophical fantasy question and not one anyone may have been asking anyway I agree, but it's what I was contemplating when I looked at my father's day present: a Darth Vader bust cookie jar.... "[Look]... I am your father..'s day present..."
The headgear of Darth Vader is almost certainly based on the the war gear of samurai lords: their kabuto (helmet) and their mempo (face mask). In samurai days, these were both fanciful and practical. They were usually fairly artistically designed for the daimyo (lord) usually to inspire reverence or fear, as well as to indicate clan symbols. The fearful mask therefore is very apt for a Dark Lord of the Sith.
But that brings me back to my question, how would you equate the Sith in samurai terms. First of all, let's get some historical facts right, the samurai did have a strong sense of honor, but this did not generally make them benevolent. In today's terms, you might even call them single-minded and ruthless. Their sense of chivalry is not the idealistic romanticized version of Arthurian legends and European myth. In fact, those ideals are closer to the Jedi; the very clearly defined, although fairly blase, "good" side of the force. Samurai had the right to kill anyone of a lower class (farmers, artisans, merchants) and did not even need to have a motive. They fought the wars against other samurai based on what their lord indicated, and often that meant devastation to the rest of the population. So you can hardly call them similar to the Jedi. By rules of logic that invalidates my original premise but leaves the second part unanswered.
The Sith are the opposite of the "good" forces of the Jedi, bent on qualities we consider evil: absolute domination by force. In Arthurian legend, there generally was not an evil counterpart that was formalized to such a degree. Rather there were individuals like Mordred, who fought against Arthur, and therefore was considered the "evil" power-hungry opposite. So in principle there were equivalent there.
In Japanese historical culture there were three other categories: the ronin, warrior monks, and the ninja. The ronin were simply the "masterless ones", when a samurai lost their lord and hence no longer had someone to pay the bills or give allegiance to. Because there was such strong clan-alignment, it was unlikely you could simply be picked up by another daimyo, and therefore, without anything but their military skill, they often turned pauper or worse (in the old Japanese class system), into farmers or workers for the merchant class. Some did turn to crime but none of it is an institutionalized practice as the Sith model.
The warrior-monks were generally just a separate rank of folks in the clergy and by Zen ideals and pacifism, could hardly be considered "evil" like the Sith.
The ninja are perhaps the closest in a way. They were often paid for hire warriors who did the dirty and dishonorable work like assassinations and mayhem. A better description is perhaps outlaw not in the Jesse James in the the Cowboy-West sense, but as people who made their own rules separate from the rest of the law of the Japanese society (which in truth was very restrictive in history). They were an institution too in the form of ninja schools of thought and practices that trained an army of folks over the years. Yet, the goal of the historical ninja (versus TV-ninja or Internet-Ninja) tended to be more of mercernary intent rather than megalomaniacal domination like the Sith.
Looking back at other historical cultures, the Mongols, Chinese, Romans, English, Persians, and others were certainly bent on world domination (or at least their definition of the "world"), but one person's evil overlords are another's great and wondrous leaders, and vice versa.
So Vader, Sidious, and all Sith going back into the fantasy culture do not have an easy comparable. In fact, in terms of good writing, the black-and-white metaphorical comparison of Sith to Jedi, is quite overly simplistic and trite as concepts. It's fit for teenagers and kids but as you get older you realize there is a lot of grey and even good people do bad things at times, or vice versa, or are labelled bad or good depending upon who you ask.
The book has progressed and transformed significantly over the past year. I've probably rewritten the contents three to four times already, either shifting large sections to bring related ideas together, towards a business focus (requiring less prior technical knowledge), and in a more cohesive concept.
The draft chapters all go up onto the Roughcuts section of Safari Books. What's confusing is that the latest information is in there but only to registered members, and the free information you see up front is several drafts old. So, I'm including the ToC here:
It seems so old
school to try to classify social computing metrics but I keep getting the same requests from various internal teams, who are sometimes not familiar with some of the metrics, don't understand
them, or simply use other metrics better suited to Web sites rather
than social sites. A second goal is to evaluate the qualities of
these metrics to determine if they are useful (e.g. using the SMART
analysis approach). A third is to see the relationship of the metrics
to each other—whether there are dependencies, or if some metrics
are more meaningful when reported alongside or compared with others.
To give an idea,
while it's considered outdated by others, some still look for
Pageviews, and Unique Visitors--classic web metrics better suited to
measure how people visit pages, than interaction from social
environments. Similarly, "Interaction" itself becomes
another stopping point for metrics. These are the metrics most
commonly recorded by social software tools: number of posts, the
number of downloads, the number of connection invites, etc.
In working with
our social computing researchers we're also looking at Network Effect
metrics such as the Topics (what people discuss) that come out of the
system, or the ratio of consumption to a person's content
such as marketing teams have an emphasis on Engagement metrics,
considering how much a person is becoming involved in a social
environment, an event, a marketing offering, or other engagements.
Other engagement metrics aren't specific to marketing only. For
example, thought-leadership metrics include the ratings on content
someone has submitted, or how often they have been quoted or
retweeted by others. A more complex one is to determine the Impact a
person has on their target audience.
To go further
along on marketing metrics, these can even build up towards the sales
pipeline—how many interested individuals are there, are they
potential sales leads, have they actually asked for sales info, has
that lead been validated, and then closed. Joe Cothrel, Chief Community Officer of Lithium
suggested similar ideas in an article for Strategy+Leadership magazine back in 2000, on conversion rate from a
visitor to a sale, as applied to social environments.
and sales, there are other indicators that relate to business value
metrics. Some suggestions in a recent email exchange with Dr. Walter
Carl, Chief Researcher of ChatThreads and a member of WOMMA's board on metrics include
cost reduction (using this tool to communicate is a lower cost than
other existing ways), accelerating adoption of any business
philosophies, values or company directives, processes that minimize
lost revenue, etc.
Lots of Metrics,
but what are their qualities?
So what should be
obvious is that there are lots of metrics, categories, subclasses,
variations, and inter-relations that different organizations or even
different teams within the same organization utilize. What
constitutes business metrics and delivered value for one team may not
even be relevant to another. So I'm still surprised when people ask
for a generic ROI methodology.
All the same, the
next step is to look at the qualities of these metrics. I mentioned
the SMART acronym earlier which are basic questions if a given metric
type or unit is:
(specific and targeted to an area of measurement),
data point that can be captured and collected),
(robust data that can be analyzed and utilized by a stakeholder),
realistic, meaningful and consistent measurement),
(current and possible to collect in good time).
all these qualities, there will likely be a problem with either
collecting the data in a way that is meaningful and available in time
for use in a business.
There are other
qualities that I think are important to consider as well:
it scalable in quantity? Can you capture larger and larger volumes
of data or does it become computationally intractable
it apply across social environments of the same type? Is the metric
relevant to a single social environment, or can it apply to many
environments of the same structure (e.g., a discussion forum)?
scalable and still meaningful across different social environments
(e.g. A blog and a forum)?
Does it drive
behavior? Does it encourage that person or other people to interact
credible? Is it a measure that is accepted by other teams,
organizations or even industry-wide?
significant as a performance and/or a diagnostic metric? Performance
metrics are useful for comparisons across like types. Diagnostic
metrics help determine the state of the system.
Is it a
quality metric? That is, counting it does not really describe the
value contained within it, so you need a secondary way of looking at
it helpful to look at it across different demographics? This is very
insightful in some metrics, and just not necessary in others.
I'm sure there are
more relevant qualities, but this is already quite a lot to think
about. These qualities can help decide which metrics are the most
useful or what they can tell us, independently of the others.
is to look at which metrics should be reported alongside each other,
or which ones depend on others directly or indirectly. That's where
things start to get real interesting and much more subjective.
No conclusion here
because this is on-going work trying to map out all these variants of
metrics, but here's to hoping it inspires others to think and work
along these lines.
A discussion on community manager or builder's skills on Twitter incited me to post this list below. The following are various personality traits, behaviors and skills to look for in a Community manager or builder, straight out of my new book, Social Networking for Business (Wharton School Press 2010):
-Listening:A large part of a community manager’s
role is being responsive to the members of the social group, noting their
issues and tone, and having the patience and willingness to put things aside to
pay careful attention to issues and problems.
-Talking:Writing or talking about their experiences,
ideas, events, or other insight in a natural or casual tone helps users get to
know the CMs better. This is not about marketing or making sales pitches, nor
is it an extensive academic or official report.
-Taking notes:Good community managers are always
taking notes, literally or mentally, and saving or organizing them in a
retrievable fashion. In a conversation, they are listening carefully and taking
notes on the key points the other person is trying to make. If CMs need to
write something down, they can ask users for permission to take notes. With
problem issues, CMs might perform the physical act of note taking, either with
pen and paper or through tagging and writing online; mental notes often get
lost or forgotten. The notes saved are helpful in other activities.
relationships:Listening and talking sets
a frame to build relationships with members. This is not just remembering the
names of members, but also paying careful attention to their motivations,
interests, activities, relationships, and other facets of their lives.
remote or virtual interactions:Being
comfortable working in an environment in which you might never physically meet
the users you work with is important. Online environments frequently do not require
a physical office location, giving community managers the freedom to work from
home or other venues. This also means having the responsibility to actually
perform work in such a remote environment and to avoid distractions. However,
this is not exclusive; knowing how to interact with members you have never met
in face-to-face situations is also useful.
members:A good community manager’s personality
engages and energizes the people he or she talks to. These community managers
like to shine the light on others’ activities and bring awareness to such
activities they consider significant.
-Mediating:Within any social group, some degree
of debate or argument eventually will arise. Community managers can play a role
in mediating or arbitrating when things get rough. They don’t need to be the
ones to find every solution:it’s better
if the parties come up with a proposed solution:but they need to be open and seen as neutral.
-Voicing for the membership:Community managers might need to negotiate
with other parties:whether competing
for attention in the same organization or working with other sites, events, or
groups:to bring attention to their own
community or members. Community managers should be able to act as a voice for
the overall group to the sponsoring organization or to other groups.
-Finding a way:CMs must handle a variety of issues—some
I see occurring repeatedly, and others are fairly unique. Community managers
need to have a drive to find a way to solve problems. This means persistence,
intelligence, creativity, social awareness, and more. No template exists for
this role—it requires an instinctual nature of wanting to help people.
I should be getting some early copies of my new book, Social Networking for Business
(Wharton School Press, 2010) straight from the printer/binder just
before Lotusphere. I'm planning on bringing some to hand out at the
event either during lunch--our BlueIQ Social Software Adoption team
will be hosting two tables with signs, so come by and talk to us. We'll
be chatting on just about anything around adoption, how we do it in
IBM, and what you can do with social computing.
If you haven't seen it yet, it is available at, Amazon, Barnes&Nobles or other booksellers around the 24-29th this month. Kindle versions should be out a few days earlier.
So I broke down and created a Manga face of myself. (Manga's are Japanese graphic novels, some for kids, some for grown-ups). This is a recent fad on Twitter, but cute nonetheless. The FaceyourManga site offers a Flash tool to choose many different factors that you can choose from to create your particular manga.
Here's mine below:
What's the point? You can use this as a profile photo whenever a social site calls for it. (As part of becoming manga-ized, you turn 12 again, whee! :)
What I found amusing was my wife's reaction when she saw the photo: "Why do you look so angry?"
Sarah: "You're not similing."
Me: "But I am. I just did not pick the wide-mouthed grinning smile."
Sarah: "You look mad. Must be an Asian thing of not showing your teeth. "
Well that's an American view I guess. It seems a cultural interpretation that unless you smile, almost grin wide-mouthed, you're not happy. I'm just here to state that that's not true at all.
Oh well, I'll stay true to myself and stick with this manga face. It's an I-know-a-secret-smile.
I noticed Hutch Carpenter's (@bhc3) post about this proposed session in Enterprise 2.0 conference where he's talking about different forms of competition. I had to share this excerpt from chapter 4 on Social Tasks of my book on the different forms of working together on a social/collaborative task.
The next step of defining a social task is to consider how members
perform this task collectively. Social software aggregates the behavior or
content from many individuals into overall results or collections of results.
However, you can use different methods to perform aggregation:
- Independent:Members work on the task separately, but the
results are aggregated across all members. Their discrete actions and results
might not be directly visible to others:the results are visible only as an converged aggregate value (for
example, closed ballot voting).
- Autonomous:Members work on the task separately of each
other, and their results are distinctly visible to other members as separate
work. This creates opportunities in which members might benefit from
information that multiple other members share. A collection of divergent results
across the many members or a single convergent result (such as brainstorming on
ideas) can occur.
- Consensus:A group of members works directly together on
the task with the intent to deliver an overall collective result, even
if it’s not unanimous or convergent. Tasks often require analysis, discussion,
and debate to arrive at a collective answer. The ultimate goal is to converge
and deliver a single collective result, but members might not always agree on
one answer and there sometimes produce multiple options as results.
- Deliberative:A group of members works directly together
without the intent or necessity of coming to a consensus on a single result.
These are typically discussions or interactions that can spread out in many
directions, depending on how subsets of members interact.
- Combative:Members must compete against each other to
derive the best result from the group, denying other choices.[i] Unlike consensus forming,
only a single answer is provided from all the choices the group generated.
Glass, Designing Your Reputation System in 10! Easy Steps, IA Summit
2008, Miami, Florida
If you are attending Enterprise2.0 conference next week in Boston, here
are some of the events that I will be at. I may session-hop because there is just too much to see. Our BlueIQ Social software adoption
will be all around the event, and even Gina Poole, our VP will be there.
8:30am – 4:15pm, Black Belt Practitioners Workshop
When you consider how relationship development is at the heart of social computing and enterprise 2.0, it should be natural to consider the career and leadership development of your employees in this context. This opens up new areas of thought into what it means to influence and lead others through an entirely digital medium rather than when you have a face-to-face leader. Inmy Forbes article (on Apr 16), I describe it as digital eminence to differentiate from one's leadership activities and capabilities through non-virtual environments--often amusingly referred to as "in real life", IRL for short).
The best way that I have found to describe it is in terms of how do people understand, appreciate and recognize your expertise, knowledge and skills through online interactions. This could be anywhere online, even email and chat, but it becomes more visible in social computing environments. I also like to separate this idea from personal brand building. While conceptually you are actually bringing out how you are different and significant from other people--even perhaps Seth Godin's notion of a linchpin in your organization--brand building also harks of self-promotion and ego-stroking. Digital eminence emphasizes what others think of you and your abilities, which may or may not have anything to do with self-promotion.
A second danger is in trying to quantify what is essentially a qualitative assessment. We should be very careful in considering number of followers, friends in your network, or quantity of posts as an indication of one's digital eminence. When you consider eminence as how you stand out, essentially a comparison versus the aggregate group of others in the same field, it may be seen as a ranking. Similarly, such quantity metrics also reinforce this ranking and rating approach. That raises lots of ethical questions when you look at it per individual.
That aside, the real question is what are you doing about sharing your expertise and skills with others? By doing so, you are building your digital eminence.
A thought I had a few weeks ago on a measurable value outcome
of switching to social computing reflects a common situation in our company: mailing
large files around. Simply said, many enterprise mail systems such as Lotus
Notes allow the central administrator to set a limit on attached file sizes.
By imposing a limit around say 4MB, and redirecting people
to use Lotus Connections Files to share large documents, you save: a) network bandwidth
usage; and b) storage of multiple copies on local drives and on mail servers.
LC Files on the other hand adds lots of other benefits like
re-sharing without re-forwarding the files, comments w/o re-forwarding, and lookups
on who it is shared with (or not).
This activity may not be practically measurable per person when
you have many thousands of people. On the other hand you can measure the quantity
of documents and their file sizes, on the email system versus LC. What it comes
down is a known (or knowable) IT cost factor of $ per MB. IT departments could
show the cost savings directly due to reduced infrastructure use and resource
What it does change is user behavior. The first necessary
element is a tool that can automatically redirect where the document is stored
(a link to it on LC Files) rather than the email. The second part is
enforcement through the file size limit. You really need the redirector to work
smoothly so people do not see this as a burdensome task.
So in a direct way, you have a measurable outcome related to
hard $ amounts. This kind of alternative mechanism works easily for files, and
is still just a basic step in moving towards enterprise social computing. Slowly,
What I'd be additionally interested in is looking at the trends of how re-sharing occurs after such a switch. It's pretty common to see people re-forwarding a file to others but this allows a better alternative. In a limited sense, it can also improve security: if the user does not allow publicly share a document, it may be limited to only those they intend. Of course, there are always alternatives and other mailers but it's good manners to keep to their request.