Community Management – Bodies of Knowledge
2014
Much has been written about Community Management. Some time back I was thinking about some key Bodies of Knowledge a Community Manager must possess.
In the context of an Enterprise, which is a purposeful entity, the Community serves a specific purpose.
Ensuring that the community does indeed deliver on the purpose therefore is I think the primary role of the Community Manager.
The Community Manager must be personally committed to the purpose – have a passion (compassion) for it and a reasonably deep understanding of the domain.It is by drawing upon this passion and understanding that the CM will be able to identify with the members, make decisions about what activities are in alignment or not and provide leadership and guidance.
The identification with the community’s values leads to the notion of servant leadership.
The Community Manager must be a master at orchestrating community dynamics in an agile manner to keep it on course. Communities have life-cycles. The dynamics and interventions differ depending on the stage of the life-cycle and maturity of the community.
The key underlying concept of a purposeful community is voluntary participation. The traditional models of command and control that are used in the hierarchical enterprise to achieve purpose obviously do not work well with this concept.
Therefore the community manager must be aware of:
How to achieve purpose by creating conditions for voluntary participation, and, cooperation
How to provide the right Resources – in the form of Information, Content etc
How to shape those interactions towards the desired purpose, as a facilitator – acting appropriately in different contexts, such as crisis, conflicts, using influence mechanisms etc – strike the right balance.
Others have listed excellent examples of Skills, Attributes, Personality traits etc.
I will list some key Bodies of Knowledge that I believe are important to understanding communities (not exhaustive):
Social Architecture – The role of identity, reputation, power, influence etc, and how to use the elements of architecture to ‘design’ the community. Not all these elements are equally important for all designs.
Social Interactions – Cooperative Action, Collaboration, sharing, communication, affiliation and the formation of groups etc. Understand the role of language/symbols, and how stories, narratives and rituals shape knowledge, learning and understanding.
Social Networks – and their role in shaping knowledge, sense-making, diffusion of information etc, how to leverage existing ones, and how to change structures to achieve desired outcomes
Social Structures – The nature of teams, groups, mobs, crowds, communities and how they function
Sociality Online – Social Dynamics are different in online worlds. Understand the role of the interface, navigation, presence and representation of identity, security etc.The notions of interaction spaces and how to create the right commons or private spaces.
Governance – the role of moderation and policy, Measuring in objective terms as well as through other means, the role of policy – norms and rules. The role of the CM is primarily Operational Governance – must listen for feedback, learn rapidly and anticipate changing needs.
The above list makes the role seem very complex of course, and I do not imply that the CM must be a scientist/expert in each of these areas. CM’s are embedded practitioners – Some people get these aspects intuitively and are natural ‘artists’. If you happen to find the right one you are indeed fortunate. However, as students of the game we are interested in turning the art into a science. It probably helps to deconstruct what goes into the making of a master practitioner.