There are several different ways of looking at what to measure and how to measure benefit or value in social software systems.
First, who receives the benefit from the system, and how do you measure their benefit:
- the individual view - the question: "How do I as an individual benefit from the social systems and networks I am involved in?"
- the comparable individual view - If I can measure how each person benefits, can we compare that benefit between the persons? This isn't always so, because the value to an individual may be specific to themselves, and not quantifiable in a universal manner
- the organizational view - How does the organization benefit from social software (at different levels of social system, teams, departments, units, etc.)? Is this organizational view a composite of the comparable individual view or is it different?
- the comparable organizational view - Just like the individual view, there may be a comparable organizational view as well. These again rely on establishing a comparable basis of measurement of one organization versus another.
Then there is a difference between the value of the social network as a structure, versus the content in that network:
- the structural view - How do you measure value of the structure of contacts, parterships, collaborations, connections, networks, and other connectivity-based views of the social systems you are involved in?
- the content or knowledge view - How do you measure the value of knowledge or content from that network? Can they be packaged as assets specifically?
Aside from the value of structure or content as different forms of assets, how do you measure goal-achievement
from the network.
These are just my own ruminations. I believe that there are some ways to develop or gather metrics of some of these, but it may be a while before we can agree on how to measure all aspects of these. Before thinking about how to formalize this, you should take a look at these ideas of how to carefully define a measurement process
by Peter Andrews
, part of the Senior Consulting Faculty for the IBM Executive Business Institute. These are the brainiacs that think about the "thing behind the thing" (to paraphrase the classic statement from many a mobster movie): how to define or measure abstract concepts like innovation, strategy and more.
There are a number of events on online community management, social software and communications coming up this year. I'm glad to see the topic of community management is thriving even after decades of existence. These are the live meetings in the beginning half of the year or so; I left out the online events and webinars since they are quite numerous.
The Online Community Report indicates events
- Feb 21, New York City, NY - Online Community Unconference East 2008
- Mar 20, Palo Alto, CA - Mobile Communities Unconference
- Apr 14-20, Mt View, CA - Online Community Business Forum 2008
- Jun 18, Mt View, CA - Online Community Unconference
- more in second half
The Society for New Communications Research
focuses more on communications, marketing and PR roles O'Reilly Web 2.0 Expo
Evans Data Developer Relations Conference
- Apr 22-25 San Francisco, CA - Web 2.0 Expo
- Sep, New York, NY - Web 2.0 Expo
- Apr 7-8, Redwood City, CA - 4th annual Evans Data DRC
I'll add more as I find them, but as you can see it's a hot topic this year.
As part of a personal project, I've started learning JSPs and Servlets. My first thought was to go into Rational Software Architect
and start modeling out what I had in mind. Without really looking into it I went into standard class modeling. Then downloaded Tomcat
to start work on the actual JSPs, and which then led me to download Eclipse 3.2
--I don't know why I didn't think of checking into how I could build JSPs with RSA, but I think it was to be able to get something that the students can use. This is a project for the students but I realized later through our Academic Initiative
(when you sign up), they can get a copy of RSA for student development projects anyway; (or the 30-day eval
off our site)
This probably sounds like a commercial but, to make it short, the Eclipse basic tooling to create JSPs in a Dynamic Web project is pretty simplistic; enough to get you an editor and get working. The visual modeling in RSA is just so much easier to use (supplemented by the text editor for the scripts) for planning and layout. The relevant HTML tags, JSP elements, and even JSF (which I haven't used yet) is there too. Now, I just need a whole lot of practice.
One of the more anticipated massively multiplayer online games coming up later this year (and anticipated all last year) is the Age of Conan
. Aside from the game's theme and storyline, one of the interesting aspects here is the ability to create a virtual army of folks numbering in the hundreds.
This isn't a new idea per se. There have been MMOGs that allow for team efforts all the way back to the days of text-based MUDs, but the 3D worlds of today make it increasingly more complex with the addition of many types of tools, weapons, etc. What AoC also allows are full scale sieges of town and cities by an army. This kind of planning takes a whole new level of thinking.
The base level ideas focus on organizing a team of folks to achieve some stated goal. In most cases these days, this is something a guild will undertake with its members; however, it doesn't need to be a pre-organized/preset community, and many such quest efforts can take on an ad hoc group.
The next stage beyond just gathering folks is understanding the roles and skills of the members. Often there is a leader who has experience in the matter on what skills are necessary and where to place people (in the environment).
Usually this is event-based, that is, focused during a specific amount of time (rather than a long-term activity). So another step is to make sure the key folk needed arrive at the meeting point, along with their tools. If they don't the leader(s) need to readjust the assignments and formations.
During the execution of the quest, there may be preamble actions to take before they get into the mix of it; in MMOGs, this could be casting spells, donning specific armor, etc. Then there may also be real-world things to set up: a comfortable seat for long activities, water/super-caffeinated products, going to the restroom, quiet environment, etc.
As they enter the melee, the direction becomes even harder since there is so much going on. Modern MMOGs allow special heads-up displays showing status information, communications channels, and more, with different HUDs possible for different roles. It's not just keeping up with the action in the melee itself, but also keeping an eye on the HUDs to make sure you are in sync.
The activity can rage on for hours, and the stress impacts everyone. Everything from friendly fire, kill steals, random shots, hard choices, and more. The commitment here is not just in terms of mental stress and duress, but also in terms of ability to keep focus and in sync with the overall plan. In other words, the moment to moment stressful and dangerous action makes it feel real to many. The high level of risk is what helps to develop the level of commitment amongst players to the game, and to each other.
The aftermath or outcome also has consequences. As a fried said, most guilds fall apart because of arguments when dividing the winnings/loot. Everyone has sacrifices per their character, and many are emotionally connected to their character on a deep level. A catastrophic loss of equipment or the character takes it toll as a long-term effect; I would daresay on a level proportional to how long the person has been involved.
In a real-world military system, leaders assume that teamwork is a given. They never had to face the idea of a "democratically-organized" army as in an MMOG. That is a much harder proposal in terms of setting up teamwork.
I'm reading Mark Buchanan's excellent book on Small Worlds and the Groundbreaking Theory of Networks
, and came across the concepts of egalitarian and autocratic patterns in social networks. Before you jump to conclusions, let me say a few things about this book. To me it seems to focus on the mathematical origins of the theory of social networks, but takes a pleasant approach going through the history and background of how these ideas emerged. It also spans a wide range of disciplines in terms of where these patterns appear, from biology to watershed and geological studies.
First, it talks about Watts and Strogatz's truly innovative look that has eventually spread across the world as the meme: six degrees of separation. There's a lot more to it than the Kevin Bacon game
, but I'd like to point out the particular elements here on egalitarian and autocratic networks. This is actually has little to do with policital systems like socialism versus monarchic or oligarchic communities. Instead if you look at it as a mathematical problem, what it describes is that there are often two varieties of patterns of connections in a system that emerge often.
The first is a basic heuristic that can be commonly seen in some biological systems like the brain: as a node (in a network system), you try to establish a fixed amount or ratio of connections to other nodes. The connections are not a random pattern, but neither is it based on a high degree of "purpose" or "intention". This proposes a very egalitarian and essentially a very simple rule to help build more complex systems as the overall network grows and evolves.
The other is the autocratic pattern, where the heuristic is to start with one node and grow from there. Essentially the key node itself starts growing in size or strength, while its immediate connections grows with it, and scaling down until you reach the end or leaf nodes which have only one connection to someone else. This easiest example is in terms of well known sites or articles on the Net that get linked from many sites, and in a very simplified description, the basis of the algorithm that Google's engine uses.
If you look at one example of each of these networks from a high level, the egalitarian network seems to be completely chaotic with no easily discernable pattern you can tell visually. On the other hand, the autocratic network looks strangely like one of those classic fractal diagrams. Yet, both serve different purposes and have different uses. You might almost say that they are the yin and yang that exist pervasively throughout the world. Okay, maybe that's too metaphysical for a Friday :)
In my earlier view, I only identified two stages: social networks, and communities. The former describes a loose network of people who generally keep in touch with each other for a common purpose, whether purely social or for business purposes. The people within the network usually know the others, and have some degree of strong ties with each other, but they don't really define themselves in detail as a group, have well-defined goals or ideology. This contrasts against the next level of networks, the community
, which do have a common identity and purpose, and where the network of people generally work together for the direction of the community. Beyond the community is the organization,
a very strongly oriented group of people, often with defined objectives, budgets and even some level of hierarchy as to how they should work together.
Somewhere in between the social network and the community are other social models. What Howard Rheingold keeps describing as "smart mobs", a loose social network of folks who gather on an "instant" basis for a specific purpose. This is slightly different than the pure social network since folks in a smart mob have a (vaguely) defined purpose: anyone who is interested in X, let's meet up to do something. Other descriptions for this are often used in events as Birds-of-Feather (BOF) sessions, and Meetups. Unlike the more personal connection of a pure social network, the members do not necessarily know each other from prior contact and simply have a common interest. This can also be a transitional idea; one the meetup is over, the members disperse taking the knowledge gained from the event. Sometimes, they do keep in contact and evolve into a longer running community of interest
, where membes return to keep working on that interest.
Another model that is described aptly in The Starfish and the Spider
(see my book list
). Groups like the Apaches of North America (circa 1800s); Alcoholics Anonymous, a peer-group organization, etc. These have some of the characteristics of a social network in that each group is fairly independent with no overall leader. However, they also go the next step along where there is an organizing principle or ideology, and there are local leaders on a decentralized basis. I call this as something different--some will say I'm just splitting hairs--because the overall larger picture of the group is never centrally coordinated. For that matter, something like this is hard to converge into a realistic distributed model, unless there is a strong need for and common belief amongst the members that the goals and purpose are what they share. Otherwise, it tends to be a localized organized that never grows beyond it's domain.
On the other end, the centralized community, seems like a good idea to try out at the beginning but over time this can grow into an inherent bureaucracy instilled in trying to centralize activities. It has some advantages in that there is less tendency to deviate from the mission of the community across the distributed organization. The Starfish model on the other hand has resilience, but truly works on a decentralized basis if the core goals and beliefs are truly of common interest on a distributed scale, and has been tested over time. Otherwise, it can break down into separate factions as each group goes its own way.
The key to group involvement in any of these types of people networks is still strong leadership and influencers. There are good practices and models for each level that can help people work faster or better, but the idea still depends on a having an interest in being a leader and keeping that interest and momentum going over time. I'm surprised by how many folks keep imagining that they can instantly grow a network from complete zero to success in a very short time. Such situations are pretty rare, and usually, new ideas that work in this vein really leverage existing relationships, population moods or past history to get there, rather than truly working from zero.
I picked up my copy of The Starfish and the Spider
again to look back at how they describe their approach to building a community. The book advocates a new view of decentralized and non-hierarchical organizations, systems, even software. The two creates refer to the hierachical organism (Spider) that can survive loosing some parts of its body but after a point dies, as compared against the distributed organism (Starfish) which even when cut into pieces, essentially break up into multiple separate and surving organisms.
The reference is directly apt to communities, and in this light relevant to our Spaces
model. Essentially, it is a way of how a community can organize itself. Per the book, there are five elements that help to make such a system successful: circles, a pre-existing network, ideology, catalysts,
In our view, a Space is a virtual implementation of having a circle of people that allows them to interact in any number of ways their own circle see fit. This is the home room for the virtual membership to gather together, interact or share information.
The pre-existing network comes from the large membership--6 million the last I checked--that already exists in developerWorks. However, that's not the only place. We also expect to draw folks from other areas of the Internet, which is why syndicating information from your space is so important. While circles can survive losses of members, they still need some minimum level of participation to sustain the existence of the system; otherwise, rather than subdividing, your membership simply dissipates. This is why for the long-term it is important to try to recruit new members. Of course, that still depends upon the intentions of the circle itself; they may decide that the circle only needs to exist for a short-term. In our model, the syndication not only helps to share information, but also acts a way to potentially draw more members based on their interest. The potential candidates can judge for themselves if they like the output of the circle.
However, raw information from the circle is not enough to bind people together. This is why ideology is of value. Call it what you like: mission statements, guidelines, values, tattoos, etc. They represent the ideas that the circle hold of importance; their view in relation to the information. Such ideology is not always necessarily complex, or spelled out; they may even be too subtle to ascertain from the regular ruminations of those on the roster. A better organized group works to make sure that their ideology is made apparent. To help shape that ideology, you need catalysts and champions who help raise and direct the circle.
dW Spaces can help shape the circle and tap pre-existing networks. It can even help the circle describe and post their ideology. However, this is where the software meets the wetware. This is where the brains of the catalysts and champions play key roles. In other words, software alone is not to build communities. It helps to to facilitate them, but you still need the people working to bring it together.
Our view in developerWorks is to try to help these communities start and grow, and collect the ideas of what works well in different situations, to feed back into other communities. That's a long-term process as well. Even though, the staff at dW may not be directly be the catalysts and champions, we try to help new them by acting as a common resource to collect and distribute that knowledge. In big companies, that is often referred to as a center of excellence. While we don't call ourselves that, perhaps that is the role we fill.
The sudden charge of Apple stock over the past two days due to rumor--yes, it's definitely rumor not fact--about the coming of a iPhone Nano, so soon after the recent iPhone launch is a quick study in swarm intelligence. As the Business2 blog indicates
, this is an example of rumor going wild and spreading quickly.
Swarm intelligence, if you haven't heard of it, describes how very simple behaviors can amount to "smart" decision-making through the work of a swarm of individuals. This theory started originally in the study of how swarms of insects, birds, fish and other animals seem to make intelligent decisions with relatively simple brains. For example, how a school of fish know to move rapidly away in a direction of a predator seemingly all at once, or how ants know when it is time to rebuild their nest or send our foraging parties. Each creature is programmed with a few very basic rules of how to function: e.g. if one or more of my neighbors is suddenly turning and moving rapidly in a new direction, I should be too. They count on individual actions, and the propagation of reaction through the swarm.
Swarm intelligence is a form of collective intelligence, but when it hits humans, the complexity grows because of our seemingly greater decision making abilities. Collective intelligence is part of the spark of interest in the social networking side of Web 2.0. Swarm behavior exists in humans at a basic level, but we call it by a variety of other things like herd-instinct, mob behavior, market trends, crowd movement, flow, etc. There is a lot we can learn from this in SN: how folksonomies grow and change, how decision making happens in online groups, what causes idea propagation, etc.
In the iPhone Nano case, I can see several basic elements: recent excited activity, seed idea, association with recent activity, trusted parties doing research, publishing/syndication, amplification, individual and market reaction.
- recent excited activity - Apple released its iPhone, one of the biggest 1st day successes in history, to an eager world
- seed idea - several Apple blogs picked up on an Apple patent for a new use of their touchwheel to dial numbers
- association with recent excitement - the idea could theoretically apply to the iPhone
- trusted parties - Kevin Chang, an analyst in JP Morgan (a well known and trusted investment institution) came across this information
- publishing/syndication - both the blogs and JP Morgan published or posted on this, and the trusted party information got syndicated to news organizations
- amplification - news organizations everywhere jumped on this
- individual reaction - individual investors saw this as good news for Apple in the longer term and started buying stock
- market reaction - the individuals and institutions all around eventually pushed the Apple stock to new heights
This isn't all that different than one or two herring thinking they saw a shape seemingly like a predator salmon nearby and started shooting off, and the reaction propagating through the whole school. And we call schools of fish jittery. :)
This trend is well known by successful spindoctors and public relations organizations, and there is a whole industry of job roles behind it. Again, it sounds Machiavellian and controlling, but it really is how information flows.
In terms of social networks, we need greater understanding of what actually works in an online social environment, which is a different setting and may have different behaviors than live groups of folks.
According to a recent New York Times article
, Tim Berners-Lee
is partnering with MIT
and the Univ of Southampton (UK) to launch their Web Science Research Initiative. I don't have much more information than that but it sounds like a graduate level research space into a more modern version of social networking analysis. The key people are Berners-Lee, Wendy Hall (head of School of Electronics and CS at U of Southampton), Nigel Shadbot (prof of AI, Univ of Southampton), and Daniel Weitzner (principal research scientist at MIT).
Quote from the release
Commenting on the new initiative, Tim Berners-Lee, inventor of theWorld Wide Web and a founding director of WSRI, said, "As the webcelebrates its first decade of widespread use, we still knowsurprisingly little about how it evolved, and we have only scratchedthe surface of what could be realized with deeper scientificinvestigation into its design, operation and impact on society.
"The Web Science Research Initiative will allow researchers to take theweb seriously as an object of scientific inquiry, with the goal ofhelping to foster the web's growth and fulfill its great potential as apowerful tool for humanity."
I'm pretty sure the web is already an object of serious scientific and even commercial inquiry, but more effort is always a good thing. In comparison, our undergraduate UAMIS class
seems much less conceptual. I'm sure those ideas will eventually trickle down to us too. Social network analysis is a complex enough task, and not a simple topic; i.e., it'd need a full-blown semester to teach.
Money magazine is reporting that Video Gaming will be a "welcome event" at the Beijing Olympics
. Apparently the Chinese government recognizes it as an official sport alongside other ones that require agility or dexterity (like soccer), although the Olympic committee has not accepted it as yet.
This isn't like the World Cyber Games (in Germany in 2008
) which takes things much more seriously as a sport, but it is a start. After all if Bridge counts as a "sport"...