setting up a collaborative environment
DESCRIPTION
Setting up a collaborative environment. Thinking in networks. Designing for network shape, scale, and degree of command vs.consensus. Technological infrastructure. Social infrastructure and community management. (lecture)TRANSCRIPT
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Setting up a collaborative environment
Alberto Cottica
D4SB Master Course
From opportunity assessment to business planning in social businessLesson 1
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Why collaborate?
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Katrinalist, 2005: results in days
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Grobanites for Charity, 2005: 100% efficiency
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Wikipedia, 2007: the largest encyclopedia ever written
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There’s a new game in town
•hierarchy
•market
•mass collaboration
... a source of competitiveness for social business!
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Tools: Google Apps
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Tools: project management groupware-as-service
37 Signals Basecamp, and many others
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Tools: Moodle
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Media Wiki: Wikipedia’s skeletonTools: full-blown wiki
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Wrong question.
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Important dimensions of collaboration
structure scale command vs. consensus
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What kind of collaboration?
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Network of Paul Erdős’s co-authors (reduced)What kind of collaboration?
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Network of health care lobbyists by degrees of separation from Obama (bottom left) and Bush (top right), 2009
What kind of collaboration?
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Participation pyramids: why scale is important.
Optimistic? Pessimistic?
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Case study: EC research proposal
• writing a bid for a European Commission research project
• a charismatic, hard working leader with a tendency to micromanagement
• initially about 10 collaborators, to scale to about 30
• collaborators to revise, comment and edit drafts produced by the leaders
• a three-month working period
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•the core: Google Doc (wiki functionalities, word processor look-and-feel)
•coordination: Google Groups (mailing list, doubles up as a forum)•the social arrangement: the leader writes a draft, then he shares. Others can comment, edit, fill in the blanks.
Solution: Google Docs + Google Groups
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EC research proposal: the outcome
• successful collaboration: recognized value added
• team building
• the scope for collaboration expanded along the way
• more comments than edits, unclear permission structure
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Case study: peer-to-peer business plans
• getting creatives to help each other in developing business plans
• scalable community: starts at 0, up to 1000s of participants
• labour of love
• trust issues between Govt and creatives
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Solution: a multichannel environment
blogsocial
network
secondlife
physical meetups
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Peer-to-peer business plans: the outcome
• many cool projects launched
• high user satisfaction
• 2/3 of interaction is peer-to-peer
• emergent uses, lots of alliances
• proprietary, rigid platform starts to feel too narrow
• Ministry bureaucracy stifling lightweight hiring
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Assignment
• design a collaborative system for students and faculty of this course to organize course material and produce a shared knowledge base
• interpret network shape, scale and command vs. consent of the intended collaboration
• choose a tool based on your interpretation