Social media and social conventions

20 July, 2009

On Friday I spoke at Sadlers Wells at the Arts Council’s Art of Digital event, Do the arts speak digital? The topic of the talk and the subsequent Guardian PDA panel discussion was “does the phenomenon and the tools of social media change expectations and relationships with audiences?” A few people asked me to blog it, so here’s (roughly) what I said.

Having recently published Social by Social, I didn’t want to focus on the details of the tools and how to use them – anyone looking for information on technology tools and how to deploy them should check out the book. Instead I focussed my thoughts on the new ‘social conventions’ being created by these tools, and the implications on our culture and power structures as a result of all these technologies. How does it affect my relationship with my audience if the audience can talk back, and talk to each other?

I began with a story my friend Charlie once told me about a speaking job he did in Finland. He arrived to find he was speaking to an audience of one man. He gave his talk anyway, as best he could, and was rewarded with a large and pleasing round of applause from this audience member. Moderately satisfied, he gathered his possessions to leave but was stopped by a cry from the man: “But you can’t go yet: I’m the next speaker!” Because that’s the thing about audiences: you never know who’s in them or what they might have to say.

I was speaking here to a silent audience in a darkened theatre: a common format for these events but actually a relatively recent convention. Richard Sennett in The Fall of Public Man (thanks to Dougald for putting me onto this) narrates the shift in the 19th Century from performances where the audience talked and participated, to a new social convention of a silent audience. But in this talk, I had a Twitter feed behind me showing the things the audience were saying to each other about what I was saying. So what are the conventions for interacting with that? Is it rude of them to interrupt me, or is it rude of me to ignore their comments?

The point is, it’s not the tools that matter: it’s the impact they have on our social structures and conventions. The media has changed: we already have a completely new ecosystem of news. It’s changed marketing too, with sites like Dell’s Ideastorm and Skittles turning their website into a Twitter feed for conversations about their product acting as living proof of the Cluetrain Manifesto’s “markets are conversations”. Organisations and work have changed too: my various friends and followers on Twitter act as a distributed consultancy and community of practice for me.

I see this as a time to play with social conventions and find new ways to interact, with and without technology. A conference is a set of social conventions of audience silence, expert performance and public conversations – and these can be played with, as we do at the People Speak with things like the Twitter stream visualisation, or the talkaoke table. A blog is another social convention, in which we agree to listen patiently to what the author has to say before making our comments on their ideas. Discussion forums are flatter, with no hierarchy except a custodian keeping the space active and safe. Twitter is more complex again, a vast multiplicity of asymmetric relationships, public and private conversations and even old-fashioned broadcast. With each of these new tools comes a set of new conventions, each of which – as Rohan Gunatillake rightly observes – eventually leaks back into the rest of our society.

So if it’s a time to play with convention, it’s also a time to challenge some of the 19th Century assumptions about how things “should” be done. At the same time as the silent audience emerges, so too does the culture of street silence, the shift from the noisy, sociable marketplace to the silent, impersonal shop as the context for commerce, and the shift from consumer-commissioning to mass production of products. Amidst technological revolution, economic recession and climate change, all of these conventions are now open to challenge.

School of Everything is a social marketplace for face-to-face learning. We’re moving from a 19th Century broadcast model of teaching to a social media approach where everyone can be a teacher. Similarly, Mindapples is about respecting everyone’s “expertise” about what works for their minds. As I say in the introduction to Social by Social, it’s about helping people do things, not doing things to people.

So for cultural organisations, what is cultural production when it’s not mass production? What are the conventions and power structures for facilitating social production of and around the arts? And what are the implications for expert practictioners when they are not stood in front a silent audience? Someone asked a question in the following panel about quality control on School of Everything, and also about quality in arts production, and my answer in both cases is that just because an organisation isn’t taking responsibility for quality control, doesn’t mean individuals aren’t doing it themselves. We can all take responsibility for assessing expertise, curating content and making our own judgements; and the price we pay for moving up the power chain is that we must sit through more poor quality material. Thanks to these new tools, the choice is ours.

I believe that social tools make the invisible networks of our culture visible, and therefore possible to engage with. A good arts organisation can rally a community around a cultural event, but all the ripples in the pond become visible too and arts organisations can engage with them. At what point does it become rude for them, and me, to ignore what the audience is saying? Cultural production can create meaningful culture, but it is social tools that embeds it and makes it diverse and relevant to a wider audience.

I think the biggest issue for arts organisations within these shifting social conventions concerns the role of performance. Social media is most certainly performative: when I Twitter I speak to a larger audience than were present at Friday’s event, so don’t for a minute think I’m not performing when I tweet. In fact, if you want to understand Twitter you could do a lot worse than read Keith Johnstone’s Impro. But there are times when it is appropriate to improvise together, and others when it is better to be silent and listen. I don’t want to send text messages during a play, I want to really watch the play (unless it’s a really bad play…).

Arts organisations, like the rest of us, now need to consider the role of silence and performance in all their work, and deploy appropriate tools to assist the performance and embed the culture it creates. But that doesn’t mean the moonlight sonata is improved by twittering through it.


Real world marketing

11 June, 2009

I’m at b.tween in Liverpool today speaking on a panel with Adam Gee at Channel 4, Andy Bell from Landshare and Lucy Willis from Battlefront. We’ve been talking about using online and broadcast media to create action in the real world, in relation to School of Everything and other “social by social” projects.

My main point was about the intersection of social tools and media content. Battlefront helps young people campaign and then tells their stories on TV and online, and so creates action in the world. Meanwhile, School of Everything is creating action by building tools to enable and inspire people to teach and learn from each other: the existence of the tool is the trigger for creating the stories. Landshare is the model I can see emerging between the two: an integrated commission of TV content and social platform, with TV content to inspire people to grow things on spare land, and a social tool to help them find and use land near them. In other words, the TV content is creating a culture in which the tool will thrive, and providing marketing for the site.

Web 2.0 can also feed back into traditional media by creating and locating stories for cultural programming. Whatever the model of commissioning, if you are fortunate enough to be creating real activity in the world, you can use that activity to create a feedback loop which rallies more and more people to your movement. Here’s how it can work:

  1. Create a tool which helps people do something in the world – share land, teach each other, campaign for change, or whatever. Write the stories you want your tool to create, and build it so it supports those things to happen, smoothly and simply.
  2. Collect stories of the activity that results by engaging with your community, and share these stories back with the community through newsletters, blogs, Twitter etc. – and also with the public through any media channels available. Tell these stories in a way which makes audiences feel they could do it too.
  3. Give users a way to share and promote their activities too, to amplify the effect of the activity and let your users help you market the tool. Help the people who have figured out how to do it share that with their peers.
  4. The stories and media activity then become valuable resources in recruiting more users to the platform, which creates more activity to use in promoting the movement, and so on. By creating activity in the world, you create news; and by telling the stories through the media, you create a culture in which that activity is commonplace.

That’s what we’ve been doing at School of Everything: we talk to our users (or rather Claire does), find out what they’re up to, and tell those stories to encourage more people to join in. The media, social or otherwise, helps us turn the isolated interactions into a social movement.

As for media commissioning, I think there’s a rich seam here for media companies to invest in start-ups, and also in media content to tell the stories they support. The question of legacy is problematic – Landshare and Battlefront are commissions that need to generate stories, so what happens to their community when they have to stop “broadcasting”? So I think you also need a business model to sustain the existence of the web platform (School of Everything relies on real-world transactions for its business model), and finance it as an autonomous start-up that isn’t dependent on the continuation of the commission. We need more integrated partnerships between broadcasters and start-ups. And with the mutual benefit a well-designed broadcast and social campaign can bring, a TV-financed web start-up with broadcast tie-ins looks like an increasingly smart business proposition.

So all we need then is to come up with ideas for really compelling things we want to happen in the real world, that are interesting enough to make good telly. Anyone?


Community Consultancy

11 May, 2009

I’m looking for a research intern to help me develop Mindapples and other Sociability projects, so I wanted to know where I should post the opportunity to attract a bright, enthusiastic graduate (if you know anyone, please let me know).

Rather than trawl the web looking for good sites and hunting out advice in forums and social enterprise communities, I twittered the question to see what my friends and contacts would suggest. Almost immediately, here’s what I got back:

tomstafford@gandy mindhacks.com could do you a shout out if you’d like

adamrothwell@gandy W4MP works really rather well for us, even though we’re not (err) an MP…

tomnixon@gandy Brighton and Sussex unis would both be v. happy to talk to you and help you find a graduate

noelitoRT @gandy looking for a bright, enthusiastic graduate to be my research intern on @Mindapples and other projects.

And because my Twitter is linked to my Facebook status too, I also got these responses through Facebook:

Aly Ripoarts jobs
Imran Khanw4mp?
Anthony McCannwww.jobs.ac.uk

Great stuff – thanks to everyone for providing such valuable advice and offering to help, you’ve solved my problem perfectly.

So what’s just happened there? It’s the sort of knowledge that isn’t quite worth paying a consultant for, but which is still incredibly important when building an organisation. Traditionally you might get it from peers, mentors and other people in similar situations; you could also get it from Yahoo Answers, LinkedIn Q&As or potentially School of Everything. But Twitter is simpler and quicker than talking offline, more personal than the normal online solutions and well-suited to the tiny drip-feed of questions that comes with running a business. It’s not a replacement for these other tools, or for mentoring, training or consultancy. It’s something new, or rather a scalable version of something old: a peergroup of fellow professional supporting each other.

I have around 500 followers, plus various overlapping Facebook friends – not many in the grand scheme of things but they’re generally quality people who know their stuff and with whom I have genuine relationships. They didn’t cost me anything to acquire except time in being friendly and creating valuable content, and now they provide me with free consultancy that is worth a huge amount to me and my projects. In return I help people out and the whole ‘economy’ seems healthy and mutually beneficial.

The point is, there’s far more to Twitter (and Facebook) than brand awareness and self-promotion. In engaging with a community of peers, I gain not just a media channel but an educational resource too. Much like a guild or professional association, Twitter allows me to build my own network of specialists with whom I share knowledge and swap industry insights. It allows me to build my own personal “guild” directed entirely to the skills and industries that interest me. They can teach me how to do my job better, whatever my job happens to be today.

So the next question is, how can you put a value on that? And the question after that is, why on earth isn’t your business on Twitter?


45 Social by Social Propositions

6 April, 2009

When I’ve not been living it up in Texas, I’ve been co-writing a book with David Wilcox, Amy Sample-Ward and Cass Business School on how to use web 2.0 and digital technologies for social projects. It’s going to be called Social by Social: a practical guide to using new technologies to deliver social impact and it should be published and distributed by NESTA next month.

The centrepiece of the book is a set of fundamental principles to follow to help make a social technology project successful, and I’d like to share them with you now and hopefully get your feedback before publication.

The 45 Social by Social Propositions

A set of principles and guidelines which we believe underpin the most successful ‘social by social’ projects.

  1. People want control. If you give them tools for taking more control of their lives, they will pay you back in attention, support and even hard cash.
    1. Empowerment is unconditional. Telling people what they can and can’t do with your platform is like an electricity company restricting what its power can be used for.
    2. People make technology work. Think about mindset, language and skills before you think about tools, features and screen designs.
    3. Know your limits. Technology can solve information problems, organise communities and publish behaviours, but they can’t deliver food or care for the sick.
    4. You can’t learn to fly by watching the pilot. If you want to understand new technologies, start using them. Dive in.
    5. Start at the top. Get the boss blogging or talking on YouTube.
    6. Don’t jump for the tool. Be clear on who your target audience are and what you will do for them. Choosing technology is the last thing you should do.
    7. Start small. It’s always better to build too little than too much. Beware of specifying costly systems until you are absolutely familiar with the tools and know how people would use them.
    8. Planning ahead is hard. Find cheap, easy ways to try your ideas out with real people in real situations before committing lots of resources.
    9. Expect the unexpected. Be prepared to develop tactically, evolving as you go, and learn to maximise possibilities.
    10. Give up on the illusion of control. In a networked world, organisations can no longer control what people think or say about their products and services. If you’re worried, get involved.
    11. Sunlight is the best disinfectant. The more you open things up, the less risk there is of damage to your reputation. And restricting access can severely reduce usage and innovation.
    12. Keep it messy. Design to support conversations, relationships, stories – not to organise documents. If everything’s neat and tidy, it’s because no-one’s there.
    13. In user-centred design, everyone is right. Evolve any tools and systems with the people who will use them, and respect their complaints. Bring them in and let them help you.
    14. Never assume, always ask. You can’t know what your community wants from you without asking and they are waiting for you to ask. Be specific, define the issue, problem or idea, and let the answers pour in. but be transparent about your next moves and highlight the answers that informed your next steps.
    15. Design for real people. Tailor your offering to the real skills and characteristics of your users, not how you’d like them to be.
    16. Keep it simple. Every time you add a feature to your toolset, you make the existing features harder to use.
    17. Don’t centralise, aggregate. Do you really need data centralisation? Well do you? Use lots of different, disconnected tools and then pull the content together into a central location.
    18. Be a pirate. Don’t make things yourself; make use of what others have already shared.
    19. Empty rooms are easier to redecorate. Be fast and loose with evolving your platform in the early stages, but be cautious of changing things once people start using them.
    20. Build it and they may well not come. Build relationships and they probably will.
    21. The world is a noisy place. Getting people’s attention means offering them something valuable.
    22. Go where people are. Experienced users have plenty of existing places already, and newcomers are difficult to recruit. Go to see them and say hello.
    23. Learn to listen before you start talking. Good conversations require good listeners more than good talkers. Learn how to say things that people want to hear.
    24. Be consistent. Whatever you say in public, remember you are talking to everyone, all the time, so stay true to your principles.
    25. You can’t force people to volunteer. Contributing content and spreading the word are voluntary activities, so learn how to create good invitations and actionable opportunities.
    26. Respect how people choose to communicate. Some will write, others take pictures or make movies. Most people will just listen and view, and maybe comment.
    27. Enthusiasts are more important than experts. Attitude beats ability when tools are cheap and easy.
    28. Be realistic about who will create content. It’s about the same proportion as put their hands up at question time.
    29. Put your energy where their energy is. Support the early adopters rather than chasing the sceptics, and they will become your evangelists.
    30. All energy is good energy. If people are taking the time to criticise you, they are engaged. Don’t waste that.
    31. Throw a good party. Make it fun and sociable as well as worthwhile to get more commitment.
    32. Be a good host. Make people comfortable and then get out of the way.
    33. Don’t forget the tables and chairs. If you want people to communicate or collaborate online, bring them together face-to-face too.
    34. Keep your powder dry. Set aside as much money for design, copy and user testing, and for marketing and community engagement, as you do for software and hardware.
    35. A marathon, not a sprint. Launching the service is just the beginning; the hard work starts once you have something for people to engage with.
    36. Content is king. Providing great content, whether it’s resources, information, connections or conversations, means new users will find you and others will stick with you. Give people the means to share this content too, freely and openly.
    37. Eat your own dogfood. If you aren’t using your own services, why would anyone else? And you can’t influence the community if you aren’t in it.
    38. Your users own the platform. If they feel own it, they will trust it, help sustain it, and find ways to use and improve the tools; if they aren’t interested, no amount of pushing will help.
    39. Let people solve their own problems. As the amount of work grows, so does the number of workers.
    40. Someone has to pay. Although many online tools are free, everything has costs of time if not money. If possible, make sure the money comes from the core purpose of the project.
    41. Don’t confuse money with value. Look at the other assets you have in your community, like skills, volunteers and goodwill, and put them to use in sustaining it.
    42. No-one knows anything. The only thing worth watching is what your users are actually doing.
    43. Failure is useful. If you want to know what works, look at what didn’t. Fail often, fail usefully.
    44. Say thank you in public. People don’t need to have something hand-written on headed paper to feel recognized. Use your tools to acknowledge the people who helped make them in a visible way.

    These propositions are a starting point for a new conversation about using technology to improve the world we live in. So, would you sign up to them? We may be wrong. And that’s fine. Let us know your thoughts, share them with other people you think may be interested, and we’ll be putting them out more widely for discussion, additions and edits once we’ve figured out the right format. You can also add your links, articles and comments on the School of Everything Scrapbook for Social by Social too.

    And stay tuned for announcements on the book launch, I’ll keep you posted here.