I came to the conclusion that there are
few, if any, communities of interest.
The people who support projects are in
it for WIIFM. “What’s In It For Me?” As long as the group
provides enough value, the supporters continue to contribute.
My new realization was that every
person in a group probably has a different definition of WIIFM.
The Internet disintermediates (takes
out the intermediaries or intermediate tasks) required for the
administrivia of some groups. Setting up a new group gives an
opportunity to streamline the processes and reduce the effort
required to operate the organization. In other groups, administrivia
can become the main reason the survivors stay together.
The enlightened navigator of a
community of interest needs to provide enough rewards to allow the
group to thrive. That means tolerating the needs of as many of the
people who perform as possible.
I’ve wormed my way on to several
boards by inventing and supplying recurring services to the members
that were later replaced by technology. Several times, the work was
not continued, leading to a fast rightsizing of the group.
It’s much easier to scale down than
to ramp up.
A thriving group attracts people to the
warmth of getting things done. That doesn’t mean they perform for
the group. Nor is one lack of performance a permanent condition. One
of my favorite navigators spends a lot of time defining successful
roles for his workers, his Scouts, his kids.
Fulfilling the role of the enlightened
navigator is not a life sentence. I often use the promise of
succession planning to get promising navigators to strengthen our
offering in a new direction.
Groups follow a sine
wave, of up, down, up, down. New efforts are prototypes, and they
are infinitely improvable over time.
In golf, good shots come from
experience. Experience comes from bad shots. However, good shot or
bad shot, if you don’t strike the ball, it doesn’t move.
What is your best advice for improving
a community of interest?
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Dick:
ReplyDeleteFrom my view, the leader(s) of the community need to be engaged, at least somewhat passionate about their view of why the entity exist and the value it brings, and articulate the value by words and deeds. Leaders that simply 'phone it in' or just go through the motions are not leaders - just placeholders...have you ever heard of a marker advancing the cause?
Thanks for an eye-opening post.