Social Design for the Enterprise Workshop in Washington, DC Area

I am finally bringing workshop to my home base, the Washington, DC area. I am putting on a my “Social Design for the Enterprise” half-day workshop on the afternoon of July 17th at Viget Labs (register from this prior link).

Yes, it is a Friday in the Summer in Washington, DC area. This is the filter to sort out who really wants to improve what they offer and how successful they want their products and solutions to be.

Past Attendees have Said...

“A few hours and a few hundred dollar saved us tens of thousands, if not well into six figures dollars of value through improving our understanding” (Global insurance company intranet director)

From an in-house workshop… “We are only an hour in, can we stop? We need to get many more people here to hear this as we have been on the wrong path as an organization” (National consumer service provider)

“Can you let us know when you give this again as we need our [big consulting firm] here, they need to hear that this is the path and focus we need” (Fortune 100 company senior manager for collaboration platforms)

“In the last 15 minutes what you walked us through helped us understand a problem we have had for 2 years and a provided manner to think about it in a way we can finally move forward and solve it” (CEO social tool product company)

Is the Workshop Only for Designers?

No, the workshop is aimed at a broad audience. The focus of the workshop gets beyond the tools’ features and functionality to provide understanding of the other elements that make a giant difference in adoption, use, and value derived by people using and the system owners.

The workshop is for user experience designers (information architects, interaction designers, social interaction designers, etc.), developers, product managers, buyers, implementers, and those with social tools running already running.

Not Only for Enterprise

This workshop with address problems for designing social tools for much better adoption in the enterprise (in-house use in business, government, & non-profit), but web facing social tools.

The Workshop will Address…

Designing for social comfort requires understanding how people interact in a non-mediated environment and what realities that we know from that understanding must we include in our design and development for use and adoption of our digital social tools if we want optimal adoption and use.

• Tools do not need to be constrained by accepting the 1-9-90 myth.
• Understanding the social build order and how to use that to identify gaps that need design solutions
• Social comfort as a key component
• Matrix of Perception to better understanding who the use types are and how deeply the use the tool so to build to their needs and delivering much greater value for them, which leads to improved use and adoption
• Using the for elements for enterprise social tool success (as well as web facing) to better understand where and how to focus understanding gaps and needs for improvement.
• Ways user experience design can be implemented to increase adoption, use, and value
• How social design needs are different from Web 2.0 and what Web 2.0 could improve with this understanding

More info...

For more information and registration to to Viget Lab's Social Design for the Enterprise page.

I look forward to seeing you there.

SharePoint 2007: Gateway Drug to Enterprise Social Tools

Overview

The last couple of years I have had many conversations with a broad selection of mid-sized to large organizations. Some of these are customers of mine or potential customers while others are conversations I have had, but all having the similar discussion about social tools in the enterprise. What follows is a collection of snippets from those conversations regarding Microsoft SharePoint 2007, most are not publicly attributed as they were not intended to be “on the record”.

One common element from all of the discussions is the frustration nearly all of these organization have with their experience with Microsoft SharePoint 2007. The comments are based on those spending one month to a year with the tool (the six month to one year club with tools offer best insight).

SharePoint does some things rather well, but it is not a great tool (or even passable tool) for broad social interaction inside enterprise related to the focus of Enterprise 2.0. SharePoint works well for organization prescribed groups that live in hierarchies and are focussed on strict processes and defined sign-offs. Most organization have a need for a tool that does what SharePoint does well.

This older, prescribed category of enterprise tool needs is where we have been in the past, but this is not where organizations are moving to and trying to get to with Enterprise 2.0 mindsets and tools. The new approach is toward embracing the shift toward horizontal organizations, open sharing, self-organizing groups around subjects that matter to individuals as well as the organization. These new approaches are filling gaps that have long existed and need resolution.

Broad Footprint

What SharePoint 2007 Does Well

Microsoft SharePoint 2007 seems to be in every enterprise I talk to, at least somewhere. It is used if a variety of different ways. When SharePoint is included with addition of Microsoft Office Online (MOSS) is a helpful addition for simple use of these older prescribed methods. MOSS is also good at finalizing documents that are the result of a collective, to group, to collaboration knowledge work process. MOSS and SharePoint are not great at anything but the last step of formalizing the document for distribution in another workflow.

A recent report from AIIM that was written-up by CMS Wire in “Study Finds SharePoint Primarily Used for File Sharing” states “47% use it primarily for file sharing (and/or as an internal Portal 47%)”.

How Did We Get Here?

There is one common point I have heard with nearly every company I have talked with over the last couple years, MS SharePoint 2007 is nearly ubiquitous in deployment. Nearly every organization has deployed SharePoint in some form or another. Many organization have tested it or have only deployed pieces of it. The AIIM survey reported by CMS Wire states: “83% currently use, or planning to use, SharePoint”.

Organizations either sent their IT out for training on SharePoint 2007 and/or brought in consultants to help build an implementation that fit their requirements. Most of the requirements IT departments started with were rather thinly informed, as they have nearly all stated after using SharePoint for a month, most realize after six months or so, their requirements are vastly different than what their initial requirements were, as they have learned more deeply about social tools in the enterprise.

Many who deployed SharePoint, thought it was going to be the bridge that delivered Enterprise 2.0 and a solid platform for social tools in the enterprise is summed up statement, “We went from 5 silos in our organization to hundreds in a month after deploying SharePoint”. They continue, “There is great information being shared and flowing into the system, but we don’t know it exists, nor can we easily share it, nor do much of anything with that information.” I heard this from an organization about 2 years ago in a private meeting and have been hearing near similar statements since. This is completely counter to the Enterprise 2.0 hopes and wishes they had for SharePoint. They were of the mindset that open sharing & having the organization and individuals benefit from a social platform.

MS Marketing’s Promise

The Microsoft marketing people seem to have performed their usual, extend what the product can do to the edges of its capabilities (and occasionally beyond) to map to customer stated desires. In 2006 and 2007 the advent of social computing on the web (Web 2.0) had entered the hormone raging stage gathering attention in boardrooms and IT departments who had been playing around with the ideas of bringing these tools inside the firewall in an official manner. The desire for social software to be part of the enterprise was an interest and desire.

The Microsoft marketing materials they focus on “collaboration and social computing”, which is more of a document management and workflow process tool that they put the more fashionable moniker on. But, it is this Microsoft marketing that engendered many organizations to the idea of the value and promise of social computing inside the firewall and Enterprise 2.0. Microsoft’s marketing legitimized the marketplace, but in typical Microsoft form did not exactly deliver on the promise of marketing.

Part of the promise of SharePoint is a malleable platform, which many developers who work across platforms complain is one of the least malleable and easy to develop on platforms. There are many constraints built into SharePoint and developers for SharePoint are not cheap. Development cycles for SharePoint as said to be about one third to half longer than most other options. At the Enterprise 2.0 Conference this past Summer in Boston, Lockheed Martin had a session demonstrating what they had built on top of SharePoint and it was quite impressive. But when asked about costs and resources, they said: “It took about one year, 40 FTE, and 1 to 5 million U. S. dollars. Very few organizations have those type of resources with availability to take on that task.

What Microsoft marketing did well was sell the value that social tools bring into the enterprise. They put the ideas in the minds of those building requirements (at a minimum to be included in pilot programs) as well as the values derived from using this new generation of social software inside an organization.

Multiple Micro-silos

At various conferences, across many industries, I have spoken at I have been asked to sit in on the SharePoint sessions, which turn into something like group therapy sessions (akin to group therapy in the first Bob Newhart show). There is much frustration and anger being shared as people try to resolve how to share information between groups and easily merge and openly share information once it has been vetted. These groups consistently talk about going directly to their Microsoft support & SharePoint Experts with these problems only to be told it is doable, but far from easy and may break some other things. Finding relevant information or even the inkling that something is happening in some group is nearly impossible. The promise of setting up ad hoc open groups by employees across silos is nearly impossible with out getting authorization.

Information Locked

One of the largest complaints is the information is locked in SharePoint micro-silos and it is nearly impossible to easily reuse that information and share it. Not only is the information difficult to get at by people desiring to collaborate outside the group or across groups, but it is not easily unlocked so that it can benefit from found in search. The Microsoft SharePoint model is one that starts with things locked down (focussed on hierarchies) then opens up, but unlocking is nowhere near as easy a task as it should be.

SharePoint Roadmap Marginalized Over Time

Where do people turn that have gone down the SharePoint route? Well most start by adding solid functionality they had thought SharePoint was going to provide or wished it had. SharePoint has acknowledged some of this weaknesses and has embraced outside vendors that make far superior products to plugin as components.

Some common social tool plug-ins to SharePoint are Socialtext, Atlassian Confluence, and Connectbeam (among with many others). Then there are those who build on top of Sharepoint, like Telligent and News Gator Social Sites. While others are more prone to full platforms that deliver much of the functionality out of the box, like Jive Clearspace.

Plug-ins Extending Functionality to SharePoint

Microsoft makes great promises, or hints at them in its marketing materials for SharePoint along the lines of social software in the enterprise. The first step many organizations take with SharePoint after realizing it does not easily, or even with an abundance of effort, do the expected social software components is to start getting solid proven services and start plugging them in. Many tool makers have taken their great products an made it quite easy to plug them into the SharePoint platform. Want a great wiki tool, not the horrible wiki “template”, then Confluence or Socialtext is added. Need a great social tagging/bookmarking tool that ties into search (this starts enabling finding the good information in SharePoint’s micro-silos), then Connectbeam is added.

This list goes on with what can be plugged-in to Sharepoint to extend it into being something it hints strongly it is quite capable of doing. What one ends up with is a quite capable solution, but built on top of one of the more pricy enterprise platforms. In most cases the cost of all the plug-ins together is less than the cost of SharePoint. It is from this point that many organizations realize all of these add-ins work wonderfully with out SharePoint (however, getting all of them to work together as easy plug-ins to each other is not always easy).

Full-Suites On Top of SharePoint

Another option that organizations take is to move in the direction of putting a fully functional social platform on top of SharePoint. Tools like Telligent and NewsGator Social Sites. These are options for those who find value in what SharePoint offers and does well (but and therefore getting rid of it is not an option), but want ease of development and a lower cost of development than is the norm for SharePoint. These full-suites also provide the ease of not having to deal with working through plugging together various different best of bread solutions (this really reminds me of the path content management systems went down, which was less than optimal).

Not only is the Lockheed Martin example of building on top of SharePoint an example of expense of that platform, but the recent AIIM survey surfaces high cost of development as a rather common understanding:

“Another area of interest is the required effort to customize SharePoint and integration other third-party solutions. In this case, 50% of survey respondents indicated custom solutions required more effort than expected (33% “somewhat more” and 17% “much more”). The integration challenges focused on a lack of training/documentation and integration with non-Microsoft based repositories and existing applications.” From CMS Wire: Study Finds SharePoint Primarily Used for File Sharing.

Fully Replacing SharePoint

There is a third option I have been running into the last year or less, which is removing SharePoint from the organization completely. I know of two extremely large organizations that are removing SharePoint from their organization this year (once these organizations are public with this I can be). The reasoning is cost and under performing as a social platform and what is does well is easily replaced with other solutions as well. In one instance I know the people who brought in SharePoint are being let go as well as the whole team of developers supporting it. I am hearing business operations looking into having their IT department find something that is meets their needs and were promised by IT that SharePoint was that solution. This was echoed by Lee Bryant via Twitter [http://twitter.com/leebryant/status/1099413469]: “[…]problem is many IT depts just don’t care - it is a simple ‘solution’ for them, not their users”

When removing SharePoint some organizations are going the piece by piece approach and stitching together best of breed or are going the route of full-service social platform, like Jive Clearspace. The cost per users of such solutions is less, the time to install to up-and-running fully is reportedly a about a third and maintenance staffing is also reportedly lower.

SharePoint is not Enterprise 2.0

What is clear out of all of this is SharePoint has value, but it is not a viable platform to be considered for when thinking of enterprise 2.0. SharePoint only is viable as a cog of a much larger implementation with higher costs.

It is also very clear Microsoft’s marketing is to be commended for seeding the enterprise world of the value of social software platform in the enterprise and the real value it can bring. Ironically, or maybe true to form, Microsoft’s product does not live up to their marketing, but it has helped to greatly enhance the marketplace for products that actually do live up to the hype and deliver even more value.

LinkedIn: Social Interaction Design Lessons Learned (not to follow) - 2 of 2

This is the second of two posts on the subject, the first post LinkedIn: Social Interaction Design Lessons Learned (not to follow) - 1 or 2 gives the lead-in to this post.

Lessons To Learn

Sadly, the new social functionality has broken much of worked well as an ambient social tool. More problematic was LinkedIn did not seem to grasp what it had: so to build on top of very good start, but it seemingly looked at Facebook for inspiration, but Facebook does not seem to be aware of good social interaction design practices.

When building social tools for broad audiences (more than 3,000 people) — which open services on the web are — there is a progression of 3 things that must be accounted for in the planning stages: 1) Velocity; 2) Volume; 3) Relevance.

As social tools start getting used they go through a progression one of them are these three stages of concern. Velocity of information is how quickly information is added by the community and has turn over on the in the frameworks. Volume is the mass of information that accumulates over time that will force how information is shared, found, and used. Relevance becomes essential when there is large volume and filtering is needed for information flows and for allowing people using the service to have a manageable stream of information that is relevant to their needs.

Many social services can go through these three stages in a few short months if they have 50,000 users or more. LinkedIn does not seem to have considered getting to and beyond the first stage in their planning.

Social Interaction at Scale & Volume

As LinkedIn has added social features they have created more streams of information in their flow. More streams lead to more velocity of information. This can be good if the basic concepts for understanding monitoring these streams as well as providing methods for moving things out of the flow so they can be acted upon or set into a personal task flow.

It seems as if the new social features are aimed at the roughly 80 percent that have 100 or fewer connections, not the moderate or heavy connectors who are the unpaid evangelists that have helped LinkedIn grow. Not understanding the value various segments bring to a service and how to satisfy those groups is rather short sighted

Social Tsunami on Homepage

The one thing that started the frustration with LinkedIn’s shift was the flood of unrelated social items on the homepage. Much of the social content shared is personal ID focused and not group or work focused (even when shared in groups or work related settings - a quick look at activity summaries regularly shows this).

One of the task flows I had with LinkedIn was to accept a connection or get notification of a connection then go to their profile page and download their vCard. The social tsunami that took over the front page of LinkedIn made that task all-but impossible. Part of it is the velocity of information running through the front page for connections increased, velocity the design did not account for.

Additionally, the new social components started eating up valuable real estate on that page and had no simple interaction design convention for minimizing, hiding, or turning off that module of functionality from the page.

Eventually the ability to turn off notifications to the social tools was added to the Settings page, but there is no notification of that functionality on where the problem exists, the pages where this container shows up (we learned this in software design in the early 90s). Also problematic is the social elements are clustered by task/tool relevance and not person or subject. Including pivots could greatly improve this as well as allow for shifting context by the person using LinkedIn.

Focal prioritization is essential to include in initial planning, as this becomes critical when dealing with the relevance stage or even handling a scaling volume of information. Each person using a service is going to have a slightly different set of priorities for relevance and focus. This is going to require some malleability of the system interface to allow for personal optimization of their relevance and streams.

This is not emergent behavior but the reality of what happens when systems scale. LinkedIn is built “;like a classic chamber meeting where networking is orchestrated”;, as stated by Margaret Rosas. Sadly, LinkedIn is not built for flexibility that is needed as systems scale to or beyond the volume stage. It is built as if this was a surprise, which prior to 18 months ago LinkedIn’s careful approach was much smoother with their growth of features and functionality.

LinkedIn changed its layout and structure of its pages to account for the coming new functionality, which is quite smart. But it did so in a manner that seemed to consider all notifications and functionality should have the same focus.

If you remove notifications, there is no ambient notification to let you know there is really any activity. The front page is part portal and part dashboard, but the distinct concepts around these two approaches seem to have baffled the interaction designers and developers.

LinkedIn: Social Node or Social Hub?

LinkedIn also seems quite schizophrenic as to its social purpose. It has built part of the social framework as if the rest of the web only allowed limited interaction with it, which it would make it just a node on a network. This destination framework does not account for people having any other service that provides social features that could easily be shared in or out.

The other side of LinkedIn is a hub, which information flows though. Inbound status messages from other services show up in LinkedIn’s pages as to the “applications”, but using connecting identity in a manner that permits not having Twitter messages I read elsewhere show up in LinkedIn would be more than helpful (yes, part of this is OAuth, which Twitter and many other have not deemed valuable yet (come on Twitter this is not rocket surgery). The applications and information it allows in is limited to a relatively small number of services. Having a small number of services integrated should allow for contextual relevance of the objects, but that would be assuming again LinkedIn was well thought through. This interaction with services would also benefit form LinkedIn offering OpenID as well as OAuth integration to ease the pain and security.

LinkedIn does not have an open API as of yet (this should have happened when they launched status and some other social elements). The LinkedIn API for status would allow LinkedIn to be a sharing out hub as well as the partially capable in-bound hub it already is. LinkedIn is a business focussed social environment, but has not realized its DNA is business based and there are task flows and workflows to enable that would make a lot of sense.

LinkedIn Forgot the “Me” in Social

All social begins with me. Social interaction is about an individuals intentions, actions, and their activities. What things a person wants to share with others and how interact with is one part of the social framework. Another other is consumption and working with the flows of content generated by others. LinkedIn did a decent job with flow until it started adding the more social features in the last 18 months. What LinkedIn did know (focus and purpose) they now show little grasp of understanding as their features have created more flow and more velocity for the information ebbing through the service with no planning for it. It takes very little understanding of social tools to know that this will likely happen and there are interaction elements that are going to be required to handle this, for example moving things out of the flow.

Many people want to see those they have just connected with, things they just published/shared and responses. There is also the desire to hold on to things that are relevant to the individual. This holding on to things requires a means to favorite or put it in place where things can be collected and worked on later. These things could be single comments in group discussions, people’s names/profiles who are surfacing, notifications, etc.

With the velocity of information increasing in LinkedIn the capability to perform a task and drop back into the flow where you were is gone. Any decent interaction designer for social tools knows this reality and had a stack of solutions to set in place from the outset.

Social Context in Groups

The math of social software for people is the mostly the one-to-one relationships and being able to see those. But, social software occasionally is about communicating to groups.

LinkedIn added group discussions, but did this as if the last 10 to 15 years in forums and groupware platforms never existed. The group discussions are not threaded nor do they offer the option to turn on threading for the discussions (this has been default for off-the-shelf forums for over 8 years at least). Also lacking is the capability to hold on to and collect valuable items found in discussions, let alone a means to personally contextualize them.

Another thing LinkedIn fails to grasp is contextual relationships to people in the discussions. For example, if someone I know has started or commented in a group discussion the service should highlight this. There is a potentially higher social contextual relevance for that piece of information. When information starts turning from a stream into a flood this becomes insanely important.

Once this reality of contextualizing is realized, there are a couple of options that are likely to be needed quite quickly after. One is adding new people in the discussion that we interact with; this context could be surfaced in the discussion or used to augment the rational surfaced in the recommendations.

Email from groups should not be from the organization name of the group as that looks like it is from the organization. I get official information from organizations, but lacking the understanding of contextual information for e-mail makes an even greater mess of e-mail and group interactions when this is lazily designed. The “from” should begin with LinkedIn group or some other notation.

Context for Events

When LinkedIn added events, I started getting invitations to attend them. But, the wording of the invites made it sound like they were personal invitations, which is not the context they were intended. It took quite a few rather embarrassing e-mails for many events, if they were really requesting my attendance or if it was just an announcement of the event. Understanding a modicum of social interaction and social etiquette would have saved those embarrassing e-mails.

Events also launched with many bugs (many have been ironed out, but most were of the rather blatant variety). One downside of events is there are already an over abundance of event tools, which work rather well (this is a really tough tool set to get right and build). Nearly everybody I talk to has wondered why LinkedIn did not use something like Confabb to license it or buy it (there are many event services available), rather than using their own resources on something that is not up to the level of competing products. Lastly, with regard to events, while the recommendation for connections is good in LinkedIn, the recommendations for events is absolutely horrid. If that is who LinkedIn thinks I am I need a new service now.

Models for Messaging Flows

One of the things that has been flawed in LinkedIn for quite some time is messaging flows. I liked that they pushed messaging out into e-mail and I could respond to a person from my e-mail. One thing that is missing is LinkedIn not updating their messaging flows. Looking in LinkedIn it is quite often impossible to sort out. When I stated I continually have this problem, Jess Leccetti stated, “I’ve had that exact problem! I thought it was my comp being buggy!” Messaging across various media channels is tough and most often fractured. But, when offering a solution it is important to get it right.

Profile Comments Go In...

Finally LinkedIn added the capability to for people using the service to add their own private comments on to other’s profiles. This is a great addition as it allows the means to add context to files. Sadly, it does not seem to surface that information in any other manner other than going to the individual pages.

This lack of functionality outside each profile page is really mind blowing, as it leaves out the capability for using it for tagging, contextual grouping, search aggregation, and use these aggregations for sharing up dates or filtering what is shared. There are emergent activities that could evolve out of these functionalities, but again this seems to not be well thought through.

One approach is a nice simple personal tagging or labeling interaction layer with clickable aggregation interface option. This would allow simply applying glue to personally thread items together through light aggregation. The current comment system only creates islands of context that have chasms between it and other relevant or related items.

Next Steps

LinkedIn needs to get some people in that grasp social interaction design. They purportedly have some, but I am not sure they have influence or the depth of knowledge needed (either is problematic). The LinkedIn service seems to be proof something is horribly wrong along these lines.

LinkedIn also seems to be a victim of not sorting-out what it wants to be. If it wants to be a Facebook for business, the route they are taking is not going to work well for the business users as it is greatly lacking solid functionality and cohesive interaction design with task flows enabled. LinkedIn needs to be LinkedIn and not a Facebook for business.

As many on Twitter have stated, one seemingly viable option is LinkedIn’s social additions of the last 18 months should all be thrown out and simply start over. The only piece that seems to have much positive feedback is the Q&A section, which is not something that I have interest in, but seems to work passably for others.

More coherently, a real reality check is needed at LinkedIn. They must to stop adding features and functionality until they learn to fix what they have added. They need to begin with understanding how social interaction happens, how it scales, and how people need it to work at scale. Stop looking at Facebook for what features to add. LinkedIn has some deep value as a work and business focussed social site, but that is going to require a different focus that what has been applied in the last year to 18 months.

I have deep fear that LinkedIn views what is happening is emergent (emergence happens when things are used in an unpredictable manner: whether wholly unpredictable or unpredictable in that context). What is happening in LinkedIn is not emergent. It is quite predictable: This is what happens at scale with social systems and their information flows.

A grasp of social systems and their uses at various levels of scale (and potential for various interactions and needs) is really needed at LinkedIn. The slowness to act (or, sadly, react as if this was an unknown potential) and fix what they have is not a great sign of encouragement for the organization. Hopefully having Reid Hoffman back as CEO and with Jeff Wiener as President can pull this into focus and set things on a sane path.

Optimizing Tagging UI for People & Search

Overview/Intro

One of my areas of focus is around social tools in the workplace (enterprise 2.0) is social bookmarking. Sadly, is does not have the reach it should as it and wiki (most enterprise focused wikis have collective voice pages (blogs) included now & enterprise blog tools have collaborative document pages (wikis). I focus a lot of my attention these days on what happens inside the organization’s firewall, as that is where their is incredible untapped potential for these tools to make a huge difference.

One of the things I see on a regular basis is tagging interfaces on a wide variety of social tools, not just in social bookmarking. This is good, but also problematic as it leads to a need for a central tagging repository (more on this in a later piece). It is good as emergent and connective tag terms can be used to link items across tools and services, but that requires consistency and identity (identity is a must for tagging on any platform and it is left out of many tagging instances. This greatly decreases the value of tagging - this is also for another piece). There are differences across tools and services, which leads to problems of use and adoption within tools is tagging user interface (UI).

Multi-term Tag Intro

The multi-term tag is one of the more helpful elements in tagging as it provides the capability to use related terms. These multi-term tags provide depth to understanding when keeping the related tag terms together. But the interfaces for doing this are more complex and confusing than they should be for human, as well as machine consumption.

In the instance illustrated to the tag is comprised or two related terms: social and network. When the tool references the tag, it is looking at both parts as a tag set, which has a distinct meaning. The individual terms can be easily used for searches seeking either of those terms, but knowing the composition of the set, it is relatively easy for the service to offer up "social network" when a person seeks just social or network in a search query.

One common hindrance with social bookmarking adoption is those familiar with it and fans of it for enterprise use point to Delicious, which has a couple huge drawbacks. The compound multi-term tag or disconnected multi-term tags is a deep drawback for most regular potential users (the second is lack of privacy for shared group items). Delicious breaks a basic construct in user focussed design: Tools should embrace human methods of interaction and not humans embracing tech constraints. Delicious is quite popular with those of us malleable in our approach to adopt a technology where we adapt our approach, but that percentage of potential people using the tools is quite thin as a percentage of the population.. Testing this concept takes very little time to prove.

So, what are the options? Glad you asked. But, first a quick additional excursion into why this matters.

Conceptual Models Missing in Social Tool Adoption

One common hinderance for social tool adoption is most people intended to use the tools are missing the conceptual model for what these tools do, the value they offer, and how to personally benefit from these values. There are even change costs involved in moving from a tool that may not work for someone to something that has potential for drastically improved value. The "what it does", "what value it has", and "what situations" are high enough hurdles to cross, but they can be done with some ease by people who have deep knowledge of how to bridge these conceptual model gaps.

What the tools must not do is increase hurdles for adoption by introducing foreign conceptual models into the understanding process. The Delicious model of multi-term tagging adds a very large conceptual barrier for many & it become problematic for even considering adoption. Optimally, Delicious should not be used alone as a means to introduce social bookmarking or tagging.

We must remove the barriers to entry to these powerful offerings as much as we can as designers and developers. We know the value, we know the future, but we need to extend this. It must be done now, as later is too late and these tools will be written off as just as complex and cumbersome as their predecessors.

If you are a buyer of these tools and services, this is you guideline for the minimum of what you should accept. There is much you should not accept. On this front, you need to push back. It is your money you are spending on the products, implementation, and people helping encourage adoption. Not pushing back on what is not acceptable will greatly hinder adoption and increase the costs for more people to ease the change and adoption processes. Both of these costs should not be acceptable to you.

Multi-term Tag UI Options

Compound Terms

I am starting with what we know to be problematic for broad adoption for input. But, compound terms also create problems for search as well as click retrieval. There are two UI interaction patterns that happen with compound multi-term tags. The first is the terms are mashed together as a compound single word, as shown in this example from Delicious.

The problem here is the mashing the string of terms "architecture is politics" into one compound term "architectureispolitics". Outside of Germanic languages this is problematic and the compound term makes a quick scan of the terms by a person far more difficult. But it also complicates search as the terms need to be broken down to even have LIKE SQL search options work optimally. The biggest problem is for humans, as this is not natural in most language contexts. A look at misunderstood URLs makes the point easier to understand (Top Ten Worst URLs)

The second is an emergent model for compound multi-term tags is using a term delimiter. These delimiters are often underlines ( _ ), dots ( . ), or hyphens ( - ). A multi-term tag such as "enterprise search" becomes "enterprise.search", "enterprise_search" and "enterprise-search".

While these help visually they are less than optimal for reading. But, algorithmically this initially looks to be a simple solution, but it becomes more problematic. Some tools and services try to normalize the terms to identify similar and relevant items, which requires a little bit of work. The terms can be separated at their delimiters and used as properly separated terms, but since the systems are compound term centric more often than not the terms are compressed and have similar problems to the other approach.

Another reason this is problematic is term delimiters can often have semantic relevance for tribal differentiation. This first surface terms when talking to social computing researchers using Delicious a few years ago. They pointed out that social.network, social_network, and social-network had quite different communities using the tags and often did not agree on underlying foundations for what the term meant. The people in the various communities self identified and stuck to their tribes use of the term differentiated by delimiter.

The discovery that these variations were not fungible was an eye opener and quickly had me looking at other similar situations. I found this was not a one-off situation, but one with a fair amount of occurrence. When removing the delimiters between the terms the technologies removed the capability of understanding human variance and tribes. This method also breaks recommendation systems badly as well as hindering the capability of augmenting serendipity.

So how do these tribes identify without these markers? Often they use additional tags to identity. The social computing researchers add "social computing", marketing types add "marketing", etc. The tools then use their filtering by co-occurrence of tags to surface relevant information (yes, the ability to use co-occurrence is another tool essential). This additional tag addition help improve the service on the whole with disambiguation.

Disconnected Multi-term Tags

The use of distinct and disconnected term tags is often the intent for space delimited sites like Delicious, but the emergent approach of mashing terms together out of need surfaced. Delicious did not intend to create mashed terms or delimited terms, Joshua Schachter created a great tool and the community adapted it to their needs. Tagging services are not new, as they have been around for more than two decades already, but how they are built, used, and platforms are quite different now. The common web interface for tagging has been single terms as tags with many tags applied to an object. What made folksonomy different from previous tagging was the inclusion of identity and a collective (not collaborative) voice that intelligent semantics can be applied to.

The downside of disconnected terms in tagging is certainty of relevance between the terms, which leads to ambiguity. This discussion has been going on for more than a decade and builds upon semantic understanding in natural language processing. Did the tagger intend for a relationship between social & network or not. Tags out of the context of natural language constructs provide difficulties without some other construct for sense making around them. Additionally, the computational power needed to parse and pair potential relevant pairings is somethings that becomes prohibitive at scale.

Quoted Multi-term Tags

One of the methods that surfaced early in tagging interfaces was the quoted multi-term tags. This takes becomes #&039;research "social network" blog' so that the terms social network are bound together in the tool as one tag. The biggest problem is still on the human input side of things as this is yet again not a natural language construct. Systematically the downside is these break along single terms with quotes in many of the systems that have employed this method.

What begins with a simple helpful prompt...:

Still often can end up breaking as follows (from SlideShare):

Comma Delimited Tags

Non-space delimiters between tags allows for multi-term tags to exist and with relative ease. Well, that is relative ease for those writing Western European languages that commonly use commas as a string separator. This method allows the system to grasp there are multi-term tags and the humans can input the information in a format that may be natural for them. Using natural language constructs helps provide the ability ease of adoption. It also helps provide a solid base for building a synonym repository in and/or around the tagging tools.

While this is not optimal for all people because of variance in language constructs globally, it is a method that works well for a quasi-homogeneous population of people tagging. This also takes out much of the ambiguity computationally for information retrieval, which lowers computational resources needed for discernment.

Text Box Per Tag

Lastly, the option for input is the text box per tag. This allows for multi-term tags in one text box. Using the tab button on the keyboard after entering a tag the person using this interface will jump down to the next empty text box and have the ability to input a term. I first started seeing this a few years ago in tagging interfaces tools developed in Central Europe and Asia. The Yahoo! Bookmarks 2 UI adopted this in a slightly different implementation than I had seen before, but works much the same (it is shown here).

There are many variations of this type of interface surfacing and are having rather good adoption rates with people unfamiliar to tagging. This approach tied to facets has been deployed in Knowledge Plaza by Whatever s/a and works wonderfully.

All of the benefits of comma delimited multi-term tag interfaces apply, but with the added benefit of having this interface work internationally. International usage not only helps build synonym resources but eases language translation as well, which is particularly helpful for capturing international variance on business or emergent terms.

Summary

This content has come from more than four years of research and discussions with people using tools, both inside enterprise and using consumer web tools. As enterprise moves more quickly toward more cost effective tools for capturing and connecting information, they are aware of not only the value of social tools, but tools that get out the way and allow humans to capture, share, and interact in a manner that is as natural as possible with the tools getting smart, not humans having to adopt technology patterns.

Tale of Two Tunnels: Web 2.0 and Enterprise 2.0

Yesterday I made a few comments in Twitter that prompted a fair amount of questions and requests for more information. The quips I made were about the differences between Web 2.0 (yes, an ambiguous term) and Enterprise 2.0 (equally ambiguous term both for the definition of enterprise and the 2.0 bit). My comments were in response to Bruce Stewart's comment The whole "Enterprise 2.0" schtick is wearing thin, unless you've been monitoring real results. Otherwise you're just pumping technology.. In part I agree, but I am really seeing things still are really early in the emergence cycle and there is still much need for understanding of the social tools and the need for them, as well as how they fit in. There are many that are selling the tools as technologies with great promise. We have seen the magic pill continually pitched and bought through out the history of business tools. (For those new to the game or only been paying attention for the last 15 years, a huge hint, THERE IS NO MAGIC PILL).

Tale of 2 Tunnels

One comment I made yesterday is, "the difference between Web 2.0 and Enterprise 2.0 is like the difference building a tunnel through rock and tunnel under water".

That this is getting at is Web 2.0 takes work to build to get through the earth, but once built it can suffer from imperfections and still work well. The tunnel can crack and crumble a little, but still get used with diminished capacity. We can look at Facebook, which has a rather poor interface and still gets used. Twitter is another example of a Web 2.0 solution that has its structural deficiencies and outages, but it still used as well as still loved (their Fail Whale is on a t-shirt now and a badge of pride worn by loyal users).

The Enterprise 2.0 tunnel is built under water. This takes more engineering understanding, but it also requires more fault testing and assurances. A crack or crumbling of a tool inside an organization is not seen kindly and raises doubts around the viability of the tool. The shear volume of users inside an organization using these tools is orders of magnitude less than in the open consumer web world, but faults are more deadly.

The other important factor is perceived fear of the environment. Fewer people (by pure numbers - as the percentages are likely the same, more on this later) are fearful of tunnels through land, they may not have full faith in them, but they know that they will likely make it safely on all of their journeys. The tunnels under water have greater fears as one little crack can cause flooding and drowning quickly. Fears of use of social tools inside an organization is often quite similar, there may be many that are not fearful, but if you spend time talking to people in organizations not using tools (it is the majority at this point) they are fearful of open sharing as that could lead to trouble. People are not comfortable with the concept as they are foreign to it as they are lacking the conceptual models to let them think through it.

Enterprise 2.0 is not Web 2.0

Another statement yesterday that garnered a lot of feedback was, "Web 2.0 does not work well in enterprise, but the approaches and understandings of Web 2.0 modified for enterprise work really well." The web is not enterprise or smaller organizations for that matter. The open consumer web has different scale and needs than inside organizations and through their firewalls. A small percentage of people using the web can get an account on a tool have have appear to be wildly successful correctly claiming 70 million or 100 million people are or have used their tool. But, even 100 million people is a small percentage of people using the web. Looking at real usage and needs for those tools the numbers are really smaller. Most darlings of the Web 2.0 phase have fewer than 10 million users, which is about 5% of the open consumer web users in the United States. On the web a start-up is seen as successful with 500,000 users after a year or two and is likely to have the capability to be self sufficient at that level too. Granted there are many players in the same market niches on the web and the overall usage for link sharing and recommending for Digg, Mixx, or Reddit is much higher across the sum of these tools than in just one of these tools (obviously).

These percentages of adoption and use inside organizations can make executives nervous that their money is not reaching as many employees as they wish. The percentages that can be similar to the web's percentages of high single digit adoption rates to the teens is seen as something that really needs more thinking and consideration.

Enterprise 2.0 is more than just tools (see my Enterprise Social Tools: Components for Success for better understanding) as it also includes interface/interaction design for ease of use, sociality, and encouragement of use. The two biggest factors that are needed inside an organization that can receive less attention on the web are the sociality and encouragement of use.

Understanding sociality is incredibly important inside an organization as people are used to working in groups (often vertical in their hierarchy) that have been dictated to them for use. When the walls are broken down and people are self-finding others with similar interests and working horizontally and diagonally connecting and sharing with others and consuming the collective flows of information their comfortable walls of understanding are gone. A presentation in Copenhagen at Reboot on Freely Seeping Through the Walls of the Garden focussed just on this issue. This fear inside the enterprise is real. Much of the fear is driven by lacking conceptual models and understanding the value they will derive from using the tools and services. People need to know who the other people are that they are sharing with and what their motivations are (to some degree) before they have comfort in sharing themselves.

Encouraging use is also central to increased adoption inside organizations. Many organizations initial believe that Web 2.0 tools will take off and have great adoption inside an organization. But, this is not a "build it and they will come" scenario, even for the younger workers who are believed to love these tools and services and will not stay in a company that does not have them. The reality is the tools need selling their use, value derived from them, the conceptual models around what they do, and easing fears. Adoption rates grow far beyond the teen percentages in organizations that take time guiding people about the use of the tools and services. Those organizations that take the opportunity to continually sell the value and use for these tools they have in place get much higher adoption and continued engagement with the tools than those who do nothing and see what happens.

Gaps in Enterprise Tools

The last related statement was around the gaps in current and traditional enterprise tools. At the fantastic Jive Enterprise UI Summit in Aspen a few weeks ago there was a lot of discussion about enterprise tools, their UI, and ease of use for employees by the incredible collection of people at the event. One of the things that was shown was a killer path of use through a wide encompassing enterprise toolset that was well designed and presented by SAP's Dan Rosenberg who has done an incredible job of putting user experience and thinking through the needed workflows and uses of enterprise tools at the forefront of enterprise software planning. Given the excellent design and incredible amount of user experience thought that went into the tools behind the SAP toolset in the scenario (one of the best I have seen - functioning or blue sky demoed) there are still gaps. Part of this is identifying of gaps comes from traditional business thinking around formal processes and the tools ensure process adherence. But, the reality is the tools are quite often inflexible (I am not talking about SAP tools, but traditional enterprise tools in general), the cost of time and effort is beyond the gain for individuals to document and annotate all decisions and steps along the way. The hurdles to capture information and share it are often too large for capturing one to 10 quick sentences of information that can be retained for one's own benefit or shared with other where it is relevant.

There is another gap in business around the collective intelligence that is needed, which can lead to collaboration. Most businesses and their tools focus on collaboration and set groups, but at the same time wonder why they do not know what their company knows and knowledge is not all being captured. First there is a difference between collective and collaborative activities and the tools and design around and for those different activities is more than a nuance of semantics it is a huge barrier to capturing, sharing, and learning from information that leads to knowledge if it is not understood well. Enterprise has gone through its phases of knowledge management tools, from forms for capturing information, forums for sharing, and up to enterprise content management systems (ECM) that encompass document management, content management, knowledge management, and information harvesting. But, the gaps still exist.

These existing gaps are around conversations not being captured (the walls of the halls have no memory (well today they do not)) and increasingly the ubiquitous communication channel in organizations, e-mail, is being worked around. Quick decisions are not being documented as it is not enough for a document or worth completing a form. As the iterative processes of development, design, and solution engineering are happening at quicker and smaller increments the intelligence behind the decisions is not being captured or shared. This is largely because of the tools.

As has always been the case large enterprise systems are worked around through the use of smaller and more nimble solutions that augment the existing tools. Even in Dan's incredible demo I saw gaps for these tools. The quick tools that can fill these gaps are blogs, wikis, social bookmarking, tagging, Twitter type sharing, Veodia type video sharing, instant messaging, etc. There are many avenues to quickly capture information and understanding and share it. These tools get out of the way and allow what is in someone's head to get digitized and later structured by the individual themselves or other people whom have had the information shared with them in a community space. This turns into flows through streams that can be put into many contexts and needs as well as reused as needed.

Another point Dan stated at the Enterprise UI Summit that is dead on, is organizations are moving out of the vertical structures and moving to the horizontal. This is having a profound effect on the next generation of business tools and processes. This is also an area for Enterprise 2.0 tools as they easily open up the horizontal and diagonal prospects and tie into it the capability for easily understanding who these newly found people are in an organization through looking at their profiles, which eases their fears around sharing and unfamiliar environments as well as their related tasks.

Stewart Mader is Now Solo and One to Watch and Hire

There seems to be many people that are joining the ranks of solo service providers around social tools. Fortunately there are some that are insanely great people taking these steps. Stewart Mader is one of these insanely great people now fully out on his own. Stewart Mader's Wiki Adoption Services are the place to start for not only initial stages of thinking through and planning successful wiki projects, but also for working through the different needs and perspectives that come with the 6 month and one year realizations.

Those of you not familiar with Stewart, he wrote the best book on understanding wikis and adoption, Wikipatterns and is my personal favorite speaker on the subject of wikis. Others may have more broadly known names, but can not come close to touching his breadth nor depth of knowledge on the subject. His understandings of wikis and their intersection with other forms and types of social tools is unsurpassed.

I welcome Stewart to the realm of social tool soloists experts. I look forward to one day working on a project with Stewart.

"Building the social web" full-day workshop in Copenhagen on June 30th

Through the wonderful cosponsoring of FatDUX I am going to be putting on a full-day workshop Building the Social Web on June 30th in Copenhagen, Denmark (the event is actually in Osterbro). This is the Monday following Reboot, where I will be presenting.

I am excited about the workshop as it will be including much of my work from the past nine months on setting social foundations for successful services, both on the web and inside organizations on the intranet. The workshop will help those who are considering, planning, or already working on social sites to improve the success of the services by providing frameworks that help evaluating and guiding the social interactions on the services.

Space is limited for this workshop to 15 seats and after its announcement yesterday there are only 10 seats left as of this moment.

Speaking at the International Forum on Enterprise 2.0 Near Milan, Italy

Under a month from now I have the wonderful pleasure of speaking at the International Forum on Enterprise 2.0, this is just outside of Milan in Varese, Italy on June 25, 2008. I am really looking forward to this event as there are many people whom I chat with on Skype with and chat with in other ways about enterprise and the use of social tools inside these organizations. It is a wonderful opportunity to meet them in person and to listen to them live as they present. Already I know many people attending the event from the United Kingdom, Switzerland, Germany, Austria, Spain, and (of course) Italy. If you are in Europe and have interest this should be a great event to get a good overview and talk with others with interest and experience. Oh, did I mention the conference is FREE?

I will be presenting an overview on social bookmarking and folksonomy and the values that come out of these tools, but also the understanding needed to make good early decisions about the way forward.

Enterprise 2.0 Boston - After Noah: What to do After the Flood (of Information)

I am looking forward to being at the Enterprise 2.0 Conference in Boston from June 10 to June 12, 2008. I am going to be presenting on June 10, 2008 at 1pm on After Noah: Making Sense of the Flood (of Information). This presentation looks at what to expect with social bookmarking tools inside an organization as they scale and mature. It also looks at how to manage the growth as well as encourage the growth.

Last year at the same Enterprise 2.0 conference I presented on Bottom-up Tagging (the presentation is found at Slideshare, Bottom-up All the Way Down: How Tags Help Businesses Organize, which has had over 8,800 viewing on Slideshare), which was more of a foundation presentation, but many in the audience were already running social bookmarking services in-house or trying them in some manner. This year my presentation is for those with an understanding of what social bookmarking and folksonomy are and are looking for what to expect and how to manage what is happening or will be coming along. I will be covering how to manage heavy growth as well as how to increase adoption so there is heavy usage to manage.

I look forward to seeing you there. Please say hello, if you get a chance.

Enterprise Social Tools: Components for Success

One of the things I continually run across talking with organizations deploying social tools inside their organization is the difficultly getting all the components to mesh. Nearly everybody is having or had a tough time with getting employees and partners to engage with the services, but everybody is finding out it is much more than just the tools that are needed to consider. The tools provide the foundation, but once service types and features are sorted out, it get much tougher. I get frustrated (as do many organizations whom I talk with lately) that social tools and services that make up enterprise 2.0, or whatever people want to call it, are far from the end of the need for getting it right. There is great value in these tools and the cost of the tools is much less than previous generations of enterprise (large organization) offerings.

Social tools require much more than just the tools for their implementation to be successful. Tool selection is tough as no tool is doing everything well and they all are focussing on niche areas. But, as difficult as the tool selection can be, there are three more elements that make up what the a successful deployment of the tools and can be considered part of the tools.

Four Rings of Enterprise Social Tools

The four elements really have to work together to make for a successful services that people will use and continue to use over time. Yes, I am using a venn diagram for the four rings as it helps point out the overlaps and gaps where the implementations can fall short. The overlaps in the diagram is where the interesting things are happening. A year ago I was running into organizations with self proclaimed success with deployments of social tools (blogs, wikis, social bookmarking, forums, etc.), but as the desire for more than a simple set of blogs (or whichever tool or set of tools was selected) in-house there is a desire for greater use beyond some internal early adopters. This requires paying close attention to the four rings.

Tools

The first ring is rather obvious, it is the tools. The tools come down to functionality and features that are offered, how they are run (OS, rack mount, other software needed, skills needed to keep them running, etc.), how the tools are integrated into the organization (authentication, back-up, etc.), external data services, and the rest of the the usual IT department checklist. The tools get a lot of attention from many analysts and tech evangelists. There is an incredible amount of attention on widgets, feeds, APIs, and elements for user generated contribution. But, the tools do not get you all of the way to a successful implementation. The tools are not a mix and match proposition.

Interface & Ease of Use

One thing that the social software tools from the consumer web have brought is ease of use and simple to understand interfaces. The tools basically get out of the way and bring in more advanced features and functionality as needed. The interface also needs to conform to expectations and understandings inside an organization to handle the flow of interaction. What works for one organization may be difficult for another organization, largely due to the tools and training, and exposure to services outside their organization. Many traditional enterprise tools have been trying to improve the usability and ease of use for their tools over the last 4 to 5 years or so, but those efforts still require massive training and large binders that walk people through the tools. If the people using the tools (not administering the tools need massive amounts of training or large binders for social software the wrong tool has been purchased).

Sociality

Sociality is the area where people manage their sharing of information and their connections to others. Many people make the assumption that social tools focus on everything being shared with everybody, but that is not the reality in organizations. Most organizations have tight boundaries on who can share what with whom, but most of those boundaries get in the way. One of the things I do to help organizations is help them realize what really needs to be private and not shared is often much less than what they regulate. Most people are not really comfortable sharing information with people they do not know, so having comfortable spaces for people to share things is important, but these spaces need to have permeable walls that encourage sharing and opening up when people are sure they are correct with their findings.

Sociality also includes the selective groups people belong to in organizations for project work, research, support, etc. that are normal inside organizations to optimize efficiency. But, where things get really difficult is when groups are working on similar tasks that will benefit from horizontal connections and sharing of information. This horizontal sharing (as well as diagonal sharing) is where the real power of social tools come into play as the vertical channels of traditional organization structures largely serve to make organizations inefficient and lacking intelligence. The real challenge for the tools is the capability to surface the information of relevance from selective groups to other selective groups (or share information more easily out) along the way. Most tools are not to this point yet, largely because customers have not been asking for this (it is a need that comes from use over time) and it can be a difficult problem to solve.

One prime ingredient for social tool use by people is providing a focus on the people using the tools and their needs for managing the information they share and the information from others that flow through the tool. Far too often the tools focus on the value the user generated content has on the system and information, which lacks the focus of why people use the tools over time. People use tools that provide value to them. The personal sociality elements of whom are they following and sharing things with, managing all contributions and activities they personally made in a tool, ease of tracking information they have interest in, and making modifications are all valuable elements for the tools to incorporate. The social tools are not in place just to serve the organization, they must also serve the people using the tools if adoption and long term use important.

Encouraging Use

Encouraging use and engagement with the tools is an area that all organizations find they have a need for at some point and time. Use of these tools and engagement by people in an organization often does not happen easily. Why? Normally, most of the people in the organization do not have a conceptual framework for what the tools do and the value the individuals will derive. The value they people using the tools will derive needs to be brought to the forefront. People also usually need to have it explained that the tools are as simple as they seem. People also need to be reassured that their voice matters and they are encouraged to share what they know (problems, solutions, and observations).

While the egregious actions that happen out on the open web are very rare inside an organization (transparency of who a person is keeps this from happening) there is a need for a community manager and social tool leader. This role highlights how the tools can be used. They are there to help people find value in the tools and provide comfort around understanding how the information is used and how sharing with others is beneficial. Encouraging use takes understanding the tools, interface, sociality, and the organization with its traditions and ways of working.

The Overlaps

The overlaps in the graphic are where things really start to surface with the value and the need for a holistic view. Where two rings over lap the value is easy to see, but where three rings overlap the missing element or element that is deficient is easier to understand its value.

Tools and Interface

Traditional enterprise offerings have focussed on the tools and interface through usability and personalization. But the tools have always been cumbersome and the interfaces are not easy to use. The combination of the tools and interface are the core capabilities that traditionally get considered. The interface is often quite flexible for modification to meet an organizations needs and desires, but the capabilities for the interface need to be there to be flexible. The interface design and interaction needs people who have depth in understanding the broad social and information needs the new tools require, which is going to be different than the consumer web offerings (many of them are not well thought through and do not warrant copying).

Tools and Sociality

Intelligence and business needs are what surface out of the tools capabilities and sociality. Having proper sociality that provides personal tools for managing information flows and sharing with groups as well as everybody as it makes sense to an individual is important. Opening up the sharing as early as possible will help an organization get smarter about itself and within itself. Sociality also include personal use and information management, which far few tools consider. This overlap of tools and sociality is where many tools are needing improvement today.

Interface and Encouraging Use

Good interfaces with easy interaction and general ease of use as well as support for encouraging use are where expanding use of the tools takes place, which in turn improves the return on investment. The ease of use and simple interfaces on combined with guidance that provides conceptual understanding of what these tools do as well as providing understanding that eases fears around using the tools (often people are fearful that what they share will be used against them or their job will go away because they shared what they know, rather than they become more valuable to an organization by sharing as they exhibit expertise). Many people are also unsure of tools that are not overly cumbersome and that get out of the way of putting information in to the tools. This needs explanation and encouragement, which is different than in-depth training sessions.

Sociality and Encouraging Use

The real advantages of social tools come from the combination of getting sociality and encouraging use correct. The sociality component provides the means to interact (or not) as needed. This is provided by the capabilities of the product or products used. This coupled with a person or persons encouraging use that show the value, take away the fears, and provide a common framework for people to think about and use the tools is where social comfort is created. From social comfort people come to rely on the tools and services more as a means to share, connect, and engage with the organization as a whole. The richness of the tools is enabled when these two elements are done well.

The Missing Piece in Overlaps

This section focusses on the graphic and the three-way overlaps (listed by letter: A; B; C; and D). The element missing in the overlap or where that element is deficient is the focus.

Overlap A

This overlap has sociality missing. When the tool, interface, and engagement are solid, but sociality is not done well for an organization there may be strong initial use, but use will often stagnate. This happens because the sharing is not done in a manner that provides comfort or the services are missing a personal management space to hold on to a person's own actions. Tracking one's own actions and the relevant activities of others around the personal actions is essential to engaging socially with the tools, people, and organization. Providing comfortable spaces to work with others is essential. One element of comfort is built from know who the others are whom people are working with, see Elements of Social Software and Selective Sociality and Social Villages (particularly the build order of social software elements) to understand the importance.

Overlap B

This overlap has tools missing, but has sociality, interface, and encouraging use done well. The tools can be deficient as they may not provide needed functionality, features, or may not scale as needed. Often organizations can grow out of a tool as their needs expand or change as people use the tools need more functionality. I have talked with a few organizations that have used tools that provide simple functionality as blogs, wikis, or social bookmarking tools find that as the use of the tools grows the tools do not keep up with the needs. At times the tools have to be heavily modified to provide functionality or additional elements are needed from a different type of tool.

Overlap C

Interface and ease of use is missing, while sociality, tool, and encouraging use are covered well. This is an area where traditional enterprise tools have problems or tools that are built internally often stumble. This scenario often leads to a lot more training or encouraging use. Another downfall is enterprise tools are focussed on having their tools look and interact like consumer social web tools, which often are lacking in solid interaction design and user testing. The use of social tools in-house will often not have broad use of these consumer services so the normal conventions are not understood or are not comfortable. Often the interfaces inside organizations will need to be tested and there many need to be more than one interface and feature set provided for depth of use and match to use perceptions.

Also, what works for one organization, subset of an organization, or reviewer/analyst will not work for others. The understanding of an organization along with user testing and evaluation with a cross section of real people will provide the best understanding of compatibility with interface. Interfaces can also take time to take hold and makes sense. Interfaces that focus on ease of use with more advanced capabilities with in reach, as well as being easily modified for look and interactions that are familiar to an organization can help resolve this.

Overlap D

Encouraging use and providing people to help ease people's engagement is missing in many organizations. This is a task that is often overlooked. The tools, interface, and proper sociality can all be in place, but not having people to help provide a framework to show the value people get from using the tools, easing concerns, giving examples of uses for different roles and needs, and continually showing people success others in an organization have with the social tool offerings is where many organization find they get stuck. The early adopters in an organization may use the tools as will those with some familiarity with the consumer web social services, but that is often a small percentage of an organization.

Summary

All of this is still emergent and early, but these trends and highlights are things I am finding common. The two areas that are toughest to get things right are sociality and encouraging use. Sociality is largely dependent on the tools, finding the limitations in the tools takes a fair amount of testing often to find limitations. Encouraging use is more difficult at the moment as there are relatively few people who understand the tools and the context that organizations bring to the tools, which is quite different from the context of the consumer social web tools. I personally only know of a handful or so of people who really grasp this well enough to be hired. Knowing the "it depends moments" is essential and knowing that use is granular as are the needs of the people in the organization. Often there are more than 10 different use personas if not more that are needed for evaluating tools, interface, sociality, and encouraging use (in some organizations it can be over 20). The tools can be simple, but getting this mix right is not simple, yet.

Getting Info into the Field with Extension

This week I was down in Raleigh, North Carolina to speak at National Extension Technology Conference (NETC) 2008, which is for the people running the web and technology components for what used to be the agricultural extension of state universities, but now includes much more. This was a great conference to connect with people trying to bring education, information, and knowledge services to all communities, including those in rural areas where only have dial-up connectivity to get internet access. The subject matter presented is very familiar to many other conferences I attend and present at, but with a slightly different twist, they focus on ease of use and access to information for everybody and not just the relatively early adopters. The real values of light easy to use interfaces that are clear to understand, well structured, easy to load, and include affordance in the initial design consideration is essential.

I sat in on a few sessions, so to help tie my presentation to the audience, but also listen to interest and problems as they compare to the organizations I normally talk to and work with (mid-size member organizations up to very large global enterprise). I sat in on a MOSS discussion. This discussion about Sharepoint was indiscernible from any other type of organization around getting it to work well, licensing, and really clumsy as well as restrictive sociality. The discussion about the templates for different types of interface (blogs and wikis) were the same as they they do not really do or act like the template names. The group seemed to have less frustration with the wiki template, although admitted it was far less than perfect, it did work to some degree with the blog template was a failure (I normally hear both are less than useful and only resemble the tools in name not use). [This still has me thinking Sharepoint is like the entry drug for social software in organizations, it looks and sounds right and cool, but is lacking the desired kick.]

I also sat down with the project leads and developers of an eXtension wide tool that is really interesting to me. It serves the eXtension community and they are really uncoupling the guts of the web tools to ease greater access to relevant information. This flattening of the structures and new ways of accessing information is already proving beneficial to them, but it also has brought up the potential to improve ease some of the transition for those new to the tools. I was able to provide feedback that should provide a good next step. I am looking forward to see that tool and the feedback in the next three to six months as it has incredible potential to ease information use into the hands that really need it. It will also be a good example for how other organizations can benefit from similar approaches.

Social Tools for Mergers and Acquisitions

The announcement yesterday of Delta and Northwest airlines merging triggered a couple thoughts. One of the thoughts was sadness as I love the unusually wonderful customer service I get with Northwest, and loathe the now expected poor and often nasty treatment by Delta staff. Northwest does not have all the perks of in seat entertainment, but I will go with great customer service and bags that once in nearly 50 flights did not arrive with me.

But, there is a second thing. It is something that all mergers and large organization changes trigger...

Social Tools Are Great Aids for Change

Stewart Mader brought this to mind again in his post Onboarding: getting your new employees cleared for takeoff, which focusses on using wikis (he works for Atlassian and has been a strong proponent of wikis for years and has a great book on Wiki Patterns) as a means to share and update the information that is needed for transitions and the joining of two organizations.

I really like his write-up and have been pushing the social tools approach for a few years. The wiki is one means of gathering and sharing information. It is a good match with social bookmarking, which allows organizations that are coming together have their people find and tag things in their own context and perspective. This provides finding common objects that exist, but also sharing and learning what things are called from the different perspectives.

Communication Build Common Ground

Communication is a key cornerstone to any organization working with, merging with, or becoming a part of another. Communication needs common ground and social bookmarking that allows for all context and perspectives to be captured is essential to making this a success.

This is something I have presented on and provided advice in the past and really think and have seen that social tools are essentials in these times of transition. It is really rewarding when I see this working as I have been through organization mergers, going public, and major transitions in the days before these tools existed. I can not imaging thinking of transitioning with out these tools and service today. I have talked to many organizations after the fact that wished they had social bookmarking, blogs, and wikis to find and annotate items, provide the means to get messages out efficiently (e-mail is becoming a poor means of sharing valuable information), and working toward common understanding.

One large pain point in mergers and other transitions is the cultural change that brings new terms, new processes, new workflow, and disruption to patterns of understanding that became natural to the people in the organization. The ability to map what something was called and the way it was done to what it is now called and the new processes and flows is essential to success. This is exactly what the social tools provide. Social bookmarking is great for capturing terms, context, and perspectives and providing the ability to refind these new items using prior understanding with low cognitive costs. Blogs help communicate people's understanding as they are going through the process as well as explain the way forward. Wikis help map these individual elements that have been collectively provided and pull them together in one central understanding (while still pointing out to the various individual contributions to hold on to that context) in a collaborative (working together with one common goal) environment.

Increasing Speed and Lowering Cost of Transition

Another attribute of the social tools is the speed and cost at which the information is shared, identified, and aggregated. In the past the large consulting firms and the slow and expensive models for working were have been the common way forward for these times of change. Seeing social tools along with a few smart and nimble experts on solid deployments and social engagement will see similar results in days and a handful of weeks compared to many weeks and months of expensive change management plodding. The key is the people in the organizations know their concerns and needs, while providing them the tools to map their understanding and finding information and objects empowers the individuals while giving them knowledge and the means to share with others. This also helps the individuals grasp that are essential to the success and speed to the change. Most people resent being pushed and prodded into change and new environments, giving them the tools to understand and guide their own change management is incredibly helpful. This decreases the time for transition (for processes and emotionally) while also keeping the costs lower.