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Archive for category: SocialFish

Are you a community manager?

14 Dec 2012 / 0 Comments / in Blog, Featured, From the Trenches, Implementation, Social Learning, SocialFish, SocialFish News/by ldreyer

Post image for Are you a community manager?

Are you an association/nonprofit community manager (or association exec with community management newly thrust upon you?)

Join us for an 8-week online certificate program, providing 15 hours of CAE credit, where you will:

  • learn from experienced community managers about the fundamentals of community management strategy.
  • develop the skills to nurture (or troubleshoot) any online community
  • share your own experiences and get help from colleagues on your own thorny community management issues
  • get to know other people doing similar work and build lifelong friendships!

Many associations have launched private or public online communities over past few years. With the launch of a community comes the opportunity to connect members and have conversations that matter – as well as help with member retention and recruitment. However, launching community software is much easier than developing an actual community of participants who are active and engaged. Community management has become a crucial new role for associations, and skilled community managers will help their organizations launch and nurture their communities appropriately, moderate and handle conflict, track the right metrics to measure success against goals, and adapt and evolve their communities in a rapidly changing environment.

Get notified when registration opens!

We’ll be joined by these super smart people, who will be your discussion leaders every Wednesday for 8 weeks starting February 9:  Katie Paffhouse (Institute of Food Technologists), Rachael Bell (New Jersey Society of Certified Public Accountants), Kristi Donovan, CAE, Association of University Programs in Health Administration, Maggie McGary, (until very recently at the American Speech-Language-Hearing Association), Alan Dicker (Specialty Equipment Market Association), Candis Sistrunk Robinson (Emergent Freelancing, and recently at APIC), Heather McNair (Higher Logic), Martha Jack (eConverse Social Media Consulting), Brett Wangmann (The Center for Association Growth) — along with the occasional outside expert in the field related to the specific topic (such as legal issues).

Here’s the program outline:

  • WEEK 1: Planning for your community.  How do you set the  strategy and purpose of the community? How do you decide how open or closed it should be? How do you transition into your new community from listserves? How do you decide if members can start their own groups? Will you have a member-only community or an open forum?  What about community rules and moderation policies? How do you set expectations internally for member engagement –  Who will most likely be engaged? Who should be engaged? How will you measure success?
  • WEEK 2: Launching your new community. How do you find beta testers  for a soft launch? How do you leverage volunteers to encourage engagement? How important are game mechanics? What’s the role of staff in the launch, and how do you set an organizational philosophy–and roles and responsibilities–for monitoring and responding in the community? What kinds of training should you be doing as part of the launch?
  • WEEK 3: Reporting engagement activity. Your community is up and running – now what?  How do you benchmark activity?  What monitoring dashboards work the best?  What is meaningful engagement versus general chatter?  How do you report activity to upper management? What is the difference between what you report to the Board versus other staff?
  • WEEK 4: Content strategy for your community. How to use other organizational channels (publications, study groups, research projects, events, etc.) to  increase engagement in your community? How do you know what content your members will find most relevant? Is curation necessary?  How to write a content development plan.
  • WEEK 5: Handling risk inside your community. Worst case scenarios – how to handle inappropriate or potentially inappropriate behavior.  What are the legal implications of what goes on in your community: copyright infringement, antitrust violations, libel, etc.? How to protect your organization from a lawsuit? We’ll talk to some legal and risk management experts and get their take.
  • WEEK 6: How your community fits in the digital ecosystem. How to integrate other social media outlets – i.e, how do you use Facebook, LinkedIn, Twitter to support your community? How do they all work together? How do you manage content across multiple sites – and how do you differentiate the special sauce inside your community?
  • WEEK 7: What does success look like? What is meaningful data? How do you quantify (or qualify) success? (we’ll revisit what we said in week 1 and see what’s changed!) How do we use the information members share in the community for business intelligence (i.e. hot topics, leading indicators of trends or possibly problems/threats with your association, etc.)?
  • WEEK 8: Taking your community to the next level. We’ll explore the concept of community as a business model.  How might you integrate community use across the organization? Could a successful community encourage culture change? How do we support that, as community managers?

Dates, Fees, and Registration:
This program provides 15 hours of CAE Credit.

Fees: $595 introductory rate. [Scholarships may be available.  Are you an association vendor looking for a sponsorship opportunity?  Email gro.hsiflaicosnull@eiddam]

Dates: Wednesdays at noon starting February 6 (February 6, 13, 20, 27, March 6, 13, 20, 27)

This program is going to be AWESOME and we’re excited to get started.  Join us!

The registration link will be up shortly. Get notified here:

Five Engagement Techniques for Online Learning

12 Dec 2012 / 0 Comments / in Featured, Social Learning, SocialFish/by ldreyer

Post image for Five Engagement Techniques for Online Learning

Here are the slides from a webinar we did recently for CommPartners’ Wit and Wisdom series.  This was a particularly fun one, with a GREAT, active chat. Get the free recording and archive here.

You’ve heard that more engaged members lead to better retention. And maybe you’d like to build more interactivity into your webinars. But what if your subject matter experts are not “social”. What if your participants are not so participatory? How do you even start? 

Maddie Grant, CAE and Lindy Dreyer—the experts behind social media strategy firm SocialFish—will share specific ideas designed to encourage engagement around your online education. As educators themselves, Maddie and Lindy have methods your subject matter experts can use, along with ideas for integrating social tools into your webinar platform and instructional design. Hear what other associations are doing, and how they are training speakers (and participants!) to be more interactive. 

The SocialFish will answer your questions, share ideas and inspiration, and give you actionable ideas that you can put to use right away.

 

Five Engagement Techniques for online webinars from SocialFish
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(photo credit)

How’s your content strategy working?

12 Dec 2012 / 0 Comments / in Content Strategy, Featured, Social Learning, SocialFish/by ldreyer

Post image for How’s your content strategy working?

Need some inspiration for your content strategy?  Here’s a self-explanatory, and awesome, slide deck by Amy Vernon about content strategy from our Think Tank Summer Series webinar back in September.

Key Takeaways

An overview of the types of content that work best
Best practices
A road map of how to create content that works
Direct and indirect benefits of building your content stream
Why it’s so vital to own your own content

GET THE RECORDING here.

Creating Content (That Works) from Amy Vernon

It’s the Season of Giving!

12 Dec 2012 / 0 Comments / in News & Announcements, Potluck, Social Learning, SocialFish/by ldreyer

Post image for It’s the Season of Giving!

It’s the Season of Giving, and here at CommPartners, we want to give you the inside scoop on some of our favorite things about the holiday season. I went around the office and asked some of the staff: “What do you enjoy most about the holidays?”

Here is what they had to say:

Patti, Administrative Specialist: I love visiting my family in Chesapeake, Virginia. The kids love to play board games while we sit around and play cards.

Tracy, Client Development: Baking Christmas cookies with my niece and nephew is my favorite thing to do. We make tons of different cookies and end up with flower all over ourselves by the end of the day.

Vickie, Director of Client Services: Spending time with my children and grandchildren. There is nothing like watching them open all of their gifts on Christmas morning!

Meghan, Director of Sales and Client Development: I’m a Christmas Elf. Picture the movie “Elf” and put my name on it. I love having holiday parties and decorating the entire house.

Terry, Supervisor, Client Services: The non-stop Christmas movies and music never gets old!

Rita, Billing Specialist: There are free Christmas plays at the church that I attend. I love watching them perform and seeing them modernize the old stories.

Alix, Marketing Manager: Hampden Christmas Lights in Baltimore! The entire 34th street is covered in lights and everyone is outside of their house watching people come by to look at their decorations and give out hot chocolate. It’s so much fun.

Tim, Creative Director: My wife and I travel to New Jersey to spend Christmas with my family and a few days after the holiday with her family. It’s always a good time eating and opening gifts together.

Chris, Vice President, Business Development: There is nothing better than having the chance to relax and spend time with family and friends.

Rich, President: The family traditions are great. Going out to see a movie with the family and eating Chinese food is always special. Being able to relax with my family is one of my favorite things to do.

Now it’s your turn! Tweet us on Twitter, ”Like” us on Facebook, or Connect with us on LinkedIn and share some of your favorite holiday activities and traditions! We look forward to hearing from you, and wish you all a Happy Holiday and a great New Year!

 

[DEADLINE IS SOON!!] Apply for the 21st Century Nonprofit Program

10 Dec 2012 / 0 Comments / in Featured, Humanize, Mark Your Calendars, Social Learning, SocialFish, SocialFish News/by ldreyer

Post image for [DEADLINE IS SOON!!] Apply for the 21st Century Nonprofit Program

Nonprofits are changing the world. It’s what we do. The smart ones understand the importance of leveraging technology to support these world-changing endeavors. But that doesn’t mean it’s easy. Our organizations often struggle to be nimble and agile in today’s changing environment, or to stay focused and on target in our program implementation, or to effectively engage employees, funders, and stakeholders in the process. Sometimes it feels like our organizational challenges outweigh our change efforts.

In fact, this is precisely the problem. Despite our progressive efforts to leverage technology to change the world, our organizational structures, processes, and management “best practices” haven’t seen real change in fifty years or more. Our organizations are stuck in outdated, 20th-century management models that are becoming more and more unworkable in today’s social and technology-driven world.

It’s time to bring change to the way we lead and manage nonprofit organizations – and make them more compatible with 21st-century reality.

We are partnering with NTEN—the Nonprofit Technology Network–to offer a three-month, action-learning course that takes the ideas in Humanize and puts them to work for your nonprofit organization.


21st Century Nonprofit: Leveraging Technology to Transform Leadership

 

The inaugural program runs January through March 2013, and to be a part of it you must fill out an application (deadline to apply is December 20). If you have questions, contact Maddie or Jamie.

Program Information

The 21st Century Nonprofit is a 3-month action-learning program designed to help you actually move away from the more mechanical and rigid management practices of last century and embrace a more open, transparent, and dynamic approach to the management and leadership of your nonprofit. The program will provide tools and analysis for developing and implementing change efforts internally, focusing particularly on using technology (social and otherwise) to move the needle on more effective leadership and management. Participants have the opportunity to learn from experts as well as peer-based learning and support from other nonprofit professionals who are going through similar efforts.

The 21st Century Nonprofit Program will be led by Jamie Notter and Maddie Grant, co-authors of Humanize: How People-Centric Organizations Succeed in a Social World. Using frameworks and tools drawn from the book, as well as their years of consulting experience, they will work with participants through a combination of webinars, group teleconferences, and individualized coaching and advice for participating organizations. The webinar series in the program will be open to the public, but the other (primarily virtual) interactions in the program will allow course participants only to learn and discuss with other nonprofit executives in the program, as well as direct feedback and advice from the organizers. The program culminates with an in-person session at the NTC in April 2013.

After completing this program, you will be able to:

  • leverage technology and social media to change not just marketing and IT, but the way you lead and manage your organization.
  • identify actionable ways you can start shifting your organizational culture to embrace a more human approach to leadership and management.
  • identify specific changes you can make to internal structures and processes to encourage more collaboration, experimentation and openness.
  • address the individual behaviors and skill sets your people need to acquire in order to run with these changes and leave the traditional, mechanical management practices behind.

Participant Qualifications

The program is open only to qualified nonprofit organizations and can accommodate up to three individuals from each organization as participants in the program. At least one of the individuals must be the Executive Director or other senior-level manager. Participation from at least one person representing the technology/social media functions is recommended. Organizations must complete an application prior to registering for the program that indicates the organization’s interest/capacity for exploring significant organizational change, as well as the ability to meet the time commitment of the program.

The first cohort will be limited to 30 participating individuals.

LEARN MORE ABOUT THE PROGRAM HERE.

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(photo credit)

How to Build a True Learning Community at the Core of Your Membership Model

03 Dec 2012 / 0 Comments / in Case Study, community, Content Strategy, Featured, From the Trenches, Humanize, innovation, member value, Social Learning, social media, SocialFish/by ldreyer

Post image for How to Build a True Learning Community at the Core of Your Membership Model

What makes a group into a learning community? And what is the role of social media-enabled learning communities in the modern membership organization and other comparable types of  knowledge service delivery?  I have often written about the Veterinary Information Network’s (VIN’s) virtual membership and business models.  At a recent visit at VIN’s headquarters in Davis, California, I was struck by the realization that developmental learning is the basis of every aspect of VIN’s model and practice.

I use the term “developmental learning” to specify learning that is purposeful—leading to specific solutions to specific problems and constantly developing participants along competency-building paths.  This is different from open learning in open social networking communities and can become the basis for alternative, revenue-generating models of service.

A Day in the Life

VIN is the virtual professional association for veterinarians that has successfully challenged the orthodoxy of the mainstream AVMA with a new, virtual, community-based, membership model and is revered by its members, who call themselves “Vinners.” My son Colin, a young veterinarian with his own practice in Fort Bragg, California, is such a “Vinner.” I asked him to walk me through a typical day in which he uses the resources of the VIN community so I could gauge its value through a member’s eyes. Welcome to a day in his life.

  •  First thing in the morning: checks news headlines, VIN’s latest feature.  “First, I questioned the need for it,” he tells me, “but then I realized that these were unique stories or perspectives on stories that are relevant to vets. What’s more, it is interactive and you have a chance to comment. It looks like VIN is bringing the community together around issues of importance to us. Before you know it, discussions spring up around a news story and acquire a life of their own.” Like everything else at VIN, news stories and discussions are archived so that they can be searched later.
  • All through the day: 
    • Consults with the Drug & Food Recall Center to stay on top of products that have been recalled.
    • Checks clinical updates, relevant to the cases he is working on:  He loves that he can pick among several levels of knowledge about a topic, depending on his need:
      •  thoroughly researched and detailed summaries, composed by VIN specialist consultants
      • journal articles and other research data from around the world
      • archived conference proceedings, or
      • archived member discussions on the topic, captured from message boards.  He can count on the information being up-to-the-minute and constantly updated.
  • Lunch break: logs into VIN to check discussions on message boards or catches up on a new clinical update.
  • Afternoon:  Needs to contact a specialist on a difficult case before he performs a surgery.  His online query to one of VIN’s consulting specialists is answered within minutes.  He also gets advice and support from peers who had dealt with similar cases.  These answers and discussions his questions generated are archived and indexed, instantly adding to the ever growing body of the community’s knowledge capital.  Before VIN, he would have to spend all day, identifying, tracking down and contacting an expert from among the faculty of different veterinary schools.

Anchoring Building Blocks for an Effective Learning Community

That a community or any kind of service can have critical relevance for a member on a daily basis is remarkable to me. What makes it indispensable to members’ lives and successful as the basis of the organization’s business model and value proposition? Below are six foundational building blocks that could be transferred and adapted by other membership organizations:

  1. Aggregate contributors to members’ success on one virtual platforms.  Instead of giving members answers through commodities (products, programs, etc.), gather all the pieces they need to succeed (information, access to experts and peers etc.) in one platform and develop paths to learning and solutions-development.
  2. Learn directly from and with members rather than from committee-based and data-driven processes. Enable members to air and frame problems on message boards and decipher the clues for the solutions you need to develop or facilitate. A medical message board, rather than a benefits package or organization chart was the first piece that VIN launched
  3. Develop a strategic community architecture based on developmental learning. VIN did not just populate the community with members and information and left it to develop on its own. It built a new architecture based on strategic choices about the mix of participants; delineation of various roles among them; and guided paths for learning and participation that enabled solutions.
  4. Leverage member capital and develop member leaders to ensure updated content and sustainability. The “we produce/you buy” service model is neither compelling nor sustainable today.  Social media has opened up new options for dispersed and collaborative learning. You can leverage them to develop a new genre of member volunteer leadership: partners and stakeholders who will enable you to access, manage and sustain diverse knowledge assets and relationships that could not be supported by the association staff alone. The heart of VIN is its over 200 member consultants who provide specialized expertise to a membership base whose majority are generalists. Consultants are carefully identified, recruited and developed on the basis of qualities beyond their expertise, such as a passion for sharing and teaching; and the lack of personal or political agendas.  Consultants’ principal role is to manage discussions and content on one of VIN’s 44 message boards, each focused on a sub-specialty or topics that run across specialties. Other roles for member consultants include “member “buddies” who are assigned to individual new member as “buddies” in exchange for free membership, to provide them with support, orientation and encouragement to engage.
  5.  Create dynamic relationships among the various parts of your community: the self-sustaining value loop:  Perhaps the greatest value and most distinguishing characteristic of VIN’s learning community is its constant motion and ability to be self-sustaining. VIN editors organize archived content; edit and often retitle and re-categorize entries to make them searchable and consistent with their larger knowledge system. Everyone is involved in creating, updating and managing content through different roles.   Member editors or staff may jump into a discussion to provide answers or expertise; or volunteer to conduct research on a discussion topic. Archived discussions are constantly renewed and re-energized rather than simply stored as members refer to them to solve a current case and, in the process, update or enhance the information, thus contributing to an ever expanding value loop.
  6. Engage members as well as staff in discovery and co-development. The community provides the primary platform for new product and business development. Ideas stem from clues extracted from member-to-member discussions on message boards; a member’s direct suggestion; and constant assessment of the results members have with products and services. Member complaints or frustrations are often turned into learning and co-development opportunities. The CEO has often invited complaining members to offer suggestions for solutions; and offered support and encouragement for the member to take on a leading role in developing them. Finally, a beta virtual version of VIN becomes a playground for members and staff to experiment with and test new ideas.

How these 6 anchoring building blocks can be modified and applied depends on the needs and capabilities of the individual organization. Underlying them, however, are two larger, fundamental mental shifts in service delivery, inspired and enabled by social media:

  1.  thinking of members as co-creators rather than passive consumers;
  2. considering value in terms of the capabilities and solutions you enable on a continuous basis rather than a one-time product or destination.

 

——————–

(photo credit)

How to Build a True Learning Community at the Core of Your Membership Model

03 Dec 2012 / 0 Comments / in Case Study, community, Content Strategy, Demand Perspective, engagement, Featured, From the Trenches, Humanize, innovation, member value, Social Learning, social media, SocialFish/by ldreyer

Post image for How to Build a True Learning Community at the Core of Your Membership Model

What makes a group into a learning community? And what is the role of social media-enabled learning communities in the modern membership organization and other comparable types of  knowledge service delivery?  I have often written about the Veterinary Information Network’s (VIN’s) virtual membership and business models.  At a recent visit at VIN’s headquarters in Davis, California, I was struck by the realization that developmental learning is the basis of every aspect of VIN’s model and practice.

I use the term “developmental learning” to specify learning that is purposeful—leading to specific solutions to specific problems and constantly developing participants along competency-building paths.  This is different from open learning in open social networking communities and can become the basis for alternative, revenue-generating models of service.

A Day in the Life

VIN is the virtual professional association for veterinarians that has successfully challenged the orthodoxy of the mainstream AVMA with a new, virtual, community-based, membership model and is revered by its members, who call themselves “Vinners.” My son Colin, a young veterinarian with his own practice in Fort Bragg, California, is such a “Vinner.” I asked him to walk me through a typical day in which he uses the resources of the VIN community so I could gauge its value through a member’s eyes. Welcome to a day in his life.

  •  First thing in the morning: checks news headlines, VIN’s latest feature.  “First, I questioned the need for it,” he tells me, “but then I realized that these were unique stories or perspectives on stories that are relevant to vets. What’s more, it is interactive and you have a chance to comment. It looks like VIN is bringing the community together around issues of importance to us. Before you know it, discussions spring up around a news story and acquire a life of their own.” Like everything else at VIN, news stories and discussions are archived so that they can be searched later.
  • All through the day: 
    • Consults with the Drug & Food Recall Center to stay on top of products that have been recalled.
    • Checks clinical updates, relevant to the cases he is working on:  He loves that he can pick among several levels of knowledge about a topic, depending on his need:
      •  thoroughly researched and detailed summaries, composed by VIN specialist consultants
      • journal articles and other research data from around the world
      • archived conference proceedings, or
      • archived member discussions on the topic, captured from message boards.  He can count on the information being up-to-the-minute and constantly updated.
  • Lunch break: logs into VIN to check discussions on message boards or catches up on a new clinical update.
  • Afternoon:  Needs to contact a specialist on a difficult case before he performs a surgery.  His online query to one of VIN’s consulting specialists is answered within minutes.  He also gets advice and support from peers who had dealt with similar cases.  These answers and discussions his questions generated are archived and indexed, instantly adding to the ever growing body of the community’s knowledge capital.  Before VIN, he would have to spend all day, identifying, tracking down and contacting an expert from among the faculty of different veterinary schools.

Anchoring Building Blocks for an Effective Learning Community

That a community or any kind of service can have critical relevance for a member on a daily basis is remarkable to me. What makes it indispensable to members’ lives and successful as the basis of the organization’s business model and value proposition? Below are six foundational building blocks that could be transferred and adapted by other membership organizations:

  1. Aggregate contributors to members’ success on one virtual platforms.  Instead of giving members answers through commodities (products, programs, etc.), gather all the pieces they need to succeed (information, access to experts and peers etc.) in one platform and develop paths to learning and solutions-development.
  2. Learn directly from and with members rather than from committee-based and data-driven processes. Enable members to air and frame problems on message boards and decipher the clues for the solutions you need to develop or facilitate. A medical message board, rather than a benefits package or organization chart was the first piece that VIN launched
  3. Develop a strategic community architecture based on developmental learning. VIN did not just populate the community with members and information and left it to develop on its own. It built a new architecture based on strategic choices about the mix of participants; delineation of various roles among them; and guided paths for learning and participation that enabled solutions.
  4. Leverage member capital and develop member leaders to ensure updated content and sustainability. The “we produce/you buy” service model is neither compelling nor sustainable today.  Social media has opened up new options for dispersed and collaborative learning. You can leverage them to develop a new genre of member volunteer leadership: partners and stakeholders who will enable you to access, manage and sustain diverse knowledge assets and relationships that could not be supported by the association staff alone. The heart of VIN is its over 200 member consultants who provide specialized expertise to a membership base whose majority are generalists. Consultants are carefully identified, recruited and developed on the basis of qualities beyond their expertise, such as a passion for sharing and teaching; and the lack of personal or political agendas.  Consultants’ principal role is to manage discussions and content on one of VIN’s 44 message boards, each focused on a sub-specialty or topics that run across specialties. Other roles for member consultants include “member “buddies” who are assigned to individual new member as “buddies” in exchange for free membership, to provide them with support, orientation and encouragement to engage.
  5.  Create dynamic relationships among the various parts of your community: the self-sustaining value loop:  Perhaps the greatest value and most distinguishing characteristic of VIN’s learning community is its constant motion and ability to be self-sustaining. VIN editors organize archived content; edit and often retitle and re-categorize entries to make them searchable and consistent with their larger knowledge system. Everyone is involved in creating, updating and managing content through different roles.   Member editors or staff may jump into a discussion to provide answers or expertise; or volunteer to conduct research on a discussion topic. Archived discussions are constantly renewed and re-energized rather than simply stored as members refer to them to solve a current case and, in the process, update or enhance the information, thus contributing to an ever expanding value loop.
  6. Engage members as well as staff in discovery and co-development. The community provides the primary platform for new product and business development. Ideas stem from clues extracted from member-to-member discussions on message boards; a member’s direct suggestion; and constant assessment of the results members have with products and services. Member complaints or frustrations are often turned into learning and co-development opportunities. The CEO has often invited complaining members to offer suggestions for solutions; and offered support and encouragement for the member to take on a leading role in developing them. Finally, a beta virtual version of VIN becomes a playground for members and staff to experiment with and test new ideas.

How these 6 anchoring building blocks can be modified and applied depends on the needs and capabilities of the individual organization. Underlying them, however, are two larger, fundamental mental shifts in service delivery, inspired and enabled by social media:

  1.  thinking of members as co-creators rather than passive consumers;
  2. considering value in terms of the capabilities and solutions you enable on a continuous basis rather than a one-time product or destination.

 

——————–

(photo credit)

MUST READ: Clay Shirky on Disruption

28 Nov 2012 / 0 Comments / in Featured, Humanize, Social Learning, Social, In Theory, SocialFish/by ldreyer

As you know, we read Clay Shirky religiously over here at SocialFishing, and in the rare moments when he posts an essay or there is a video of him speaking, we always post it and it’s always thought-provoking.  This time, however, it’s not just thought-provoking, I think it has direct implications for the association industry.  In this article, Shirky’s talking about the imminent disruption to higher education. (My bold below).

The people in the music industry weren’t stupid, of course. They had access to the same internet the rest of us did. They just couldn’t imagine—and I mean this in the most ordinarily descriptive way possible—could not imagine that the old way of doing things might fail. Yet things did fail, in large part because, after Napster, the industry’s insistence that digital distribution be as expensive and inconvenient as a trip to the record store suddenly struck millions of people as a completely terrible idea.

Once you see this pattern—a new story rearranging people’s sense of the possible, with the incumbents the last to know—you see it everywhere. First, the people running the old system don’t notice the change. When they do, they assume it’s minor. Then that it’s a niche. Then a fad. And by the time they understand that the world has actually changed, they’ve squandered most of the time they had to adapt.

It’s been interesting watching this unfold in music, books, newspapers, TV, but nothing has ever been as interesting to me as watching it happen in my own backyard. Higher education is now being disrupted; our MP3 is the massive open online course (or MOOC), and our Napster is Udacity, the education startup.

We have several advantages over the recording industry, of course. We are decentralized and mostly non-profit. We employ lots of smart people. We have previous examples to learn from, and our core competence is learning from the past. And armed with these advantages, we’re probably going to screw this up as badly as the music people did.

Read the whole post: Napster, Udacity and the Academy

Now, this imminent disruption to higher education that Shirky goes on to describe is not a new topic, at least not in social media circles where we love to discuss the disruption of anything and everything (and, in fact, wrote a book about it).  But the higher education issue is one that I am concerned that not enough associations are thinking about (that I can see).  Associations, most of them anyway, are in the business of professional development for the people in their industries.  Are you positioning yourself to be part of the new world of social learning when it starts to happen overnight?  What happens to the millions of new college graduates in a couple of years who are used to learning online? Will they find the educational resources they need from your association website?  Will it be easy to navigate?  Will they be able to share educational courses, or videos, or quizzes, or anything else with their peers on a topic-by-topic basis?  Will they be able to include their peers, including some who may not specifically be signed up to your webinars, in their learning?  Will they find it easy to conduct online discussions around your educational content with people across the globe and in different time zones?  Will they be able to dip in and out however they please?  Will they be able to get the CE/CME/CPE/CEU and every other continuing education credit they might need in the ways that they need them?

This is a HUGE OPPORTUNITY – not a threat.  What are YOU doing to prepare for the disruption of higher education?

——————

(photo credit)

Social Learning ROI

01 Nov 2012 / 0 Comments / in Social Learning, SocialFish/by ldreyer

Sandy Carter from IBM shares some thoughts about social learning – which permeates all aspects of collaboration, data sharing, and knowledge management.

How are you using social learning and social knowledge?

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(photo credit)

How to Design Your Content Strategy

23 Oct 2012 / 0 Comments / in Content Strategy, Featured, Social Learning, SocialFish/by ldreyer

Here’s our follow-up post from Bob Le Drew, responding to questions that arose during his Think Tank Webinar on content strategy.  View the archive here.

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Your New Content Strategy from Bob LeDrew – Translucid Communications

Content strategy is something that isn’t revolutionary – it’s not rocket science. But it is also important. As associations and NFPs move to embrace social media, they frequently find themselves in a situation where rather than be searching for content, they can be inundated in content.

The basic elements of a content strategy are the same as any communications strategy with some elements of a communications audit on top.

In short:

  1. Assess your situation — figure out where you are in terms of existing content and your human and financial resources.
  2. Build a spreadsheet of the content you have to share online. Triage it in terms of its ease of conversion for web use and its importance.
  3. Identify your goals, your tactics, and your evaluation and measurement plan.
  4. Work through the administrative processes. Who’s responsible for content creation? Who’s assigned to what? What are your organization’s policies and guidelines for content creation.
  5. Create and convert content that’s STRONG. Don’t get so focused on production that quality suffers, but at the same time, you don’t want to revise everything to death.
  6. Have a plan in place to promote your content.
  7. Have a measurement plan in place at the BEGINNING of the process so you can effectively assess your success and also demonstrate your impact to your superiors and other stakeholders.

Questions from the webinar:

Should there be a step [in planning stage] for identifying what content is meaningful? 

The triage process is important. There are lots of tools you can use, some free. You can ask your stakeholders what they need. Look at e-mail questions that come in. Use website “heatmapping.” And use your own judgement — if you are able to think like an “outsider.”

What if your website is overloaded with content? How do you determine what’s necessary for the website, versus sent as an as-needed basis as questions come in? (We have an internal website for affiliate staff, but it is overloaded with tools and resources for them. Any advice on how to prioritize content?)

Again, the triage process is important. Look at the site’s activity, use the web stats (you do HAVE web stats coming in, right?). Heatmaps. Figure out what they’re using. Mae it prominent. what they’re not using but is sitll necessary can be relegated to an internal page, a library, or some other place. The key is to bring your audience into the process. They know what they need. Listen to them.

How much is too much?  We struggle with deciding what isn’t useful for members down the line. 

There are great sites like Jakob Nielsen’s that have tons of usablity research you can draw on. Without getting into your specific situation, you want people to have immediate access to the content they need most and most often. If you’re providing advocacy for animal shelters, you want draft letters to lawmakers, background sheets, and the other things that your members will need to take action right up front. Ask the users. Or if you can think like a user, ask yourself.

(related) How do you navigate the politics when analytics show that something’s not useful?

If you have stats on your side, that’s helpful. We people who care about content and messages and communication frequently get criticized for not having numbers. But if you can show that a given piece of content is “underperforming” – that nobody knows and/or cares about it – and you can back the assertion up with hard numbers from surveys, Google Analytics, or other studies, you can turn the situation from an “I’m right! No, I am!” to a “the numbers tell us this isn’t a high priority for users.”

How do you balance your own content with sharing of others’ content? We know there’s the 80/20 rule, but does that actually work well in your experience?

I’m not a giant fan of rules as anything more than guidelines. Sometimes there just may not be content from others to share on a given day or week, so what do you do? Much better, in my opinion, to focus on sharing QUALITY content. Set up listening posts using tools like Google Reader or social media management dashboards like Hootsuite or Jugnoo, then share the best and most appropriate content from people you trust and respect.

Do goals need to be measurable? Seems like a lot of content goals are soft, like “raise awareness” or “tell the story” or “create a more human voice”

It might seem to be hard to measure a goal like “create a more human voice.” But you could, theoretically, come up with measures like sentence length, word length, and the like. Most people don’t use “prestidigitation” – they say “magic.”

More often, however, I think goals that aren’t measurable aren’t soft — they’re BAD GOALS. Raise awareness? Of what? By who? How aware are they now? How will you measure that? Rather than a fuzzy goal which can’t be measured, why not:

“We will increase the mention of our organization in people’s FB posts by 10% between now and fiscal year end, from approximately 50 mentions to 55.” Or “We will increase the number of sites linking to ours by 20% in the next 4 months.”

What’s the difference between content strategy and content marketing?

Content marketing is a specific use of content. Content strategy is the set of principles and plans that underlie all of the uses of your content. Marketing has an implication that there is a “sale” at the end of the process, which isn’t necessarily the case in the association market. But I think that you can think of a membership, a partnership, or any number of other actions taken after you share content in some way with a stakeholder as a “sale.”

But to me you shouldn’t be “marketing” your content without first having done some thinking about the strategy behind this. Otherwise you’re like a ship without a compass.

What’s more important…policy or process?

Wow. That’s a philosophical question. My gut reaction is that the two complement each other. You need policy to inform process. You need some principle behind what you’re doing to guide how you’re doing it. Process is the operational aspect of it, while policy is the principled side. The two have their impacts on different areas of content strategy and development, I think.

 

Read more on our Think Tank Summer Series below and access the archives here.

  • How To Use Pinterest to Advance Your Organization
  • Google+ Resources for Nonprofits
  • Marketing in the Round Q&A – Part 1 – Silos and Budgets
  • Marketing In the Round – Q&A Part 2 – Staffing and Measurement
  • Marketing In the Round – Q&A Part 3 – Build the Case, Get Buy-in

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