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"In Summary
Social Networks (see Figure 1) are:
1. Held together by pre-established interpersonal relationships between individuals. So you know everyone that is directly connected to you.
2. Each person has one social network. But a person can have different social graphs depending on what relationship we want to focus on (see Social Network Analysis 101).
3. They have a network structure.
Communities (see Figure 2) are:
1. Held together by some common interests of a large group of people. Although there may be pre-existing interpersonal relationship between members of a community, it is not required. So new members usually do not know most of the people in the community.
2. Any one person may be part of many communities.
3. They have overlapping and nested structure."
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So the single most important feature that distinguishes a social network from a community is how people are held together on these sites. In a social network, people are held together by pre-established interpersonal relationships, such as kinship, friendship, classmates, colleagues, business partners, etc. The connections are built one at a ti
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I think it’s very important to look deeper at social CRM (and the social business space in general) because, as the Gartner Group states, and as I will mention in my SCRM presentation:
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“By 2010 more than half of companies that have established an online community will fail to manage it as an agent of change, ultimately eroding customer value. Rushing into social computing initiatives without clearly defined benefits for both the company and the customer will be the biggest cause of failure.”
"This month's Online Community Expert interview is with Rawn Shah, Practice lead with the Social Software Adoption team in IBM. He has worked in various roles as a software developer, production manager, a journalist and community program manager in his career. His current focus is on understanding and measuring business value of social computing within the enterprise. As a writer and journalist he has written or contributed to over 280 articles and 7 books, including his latest Social Networking for Business (Wharton School Press, 2010) released this January and available through Amazon and other bookstores and retailers.
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Our challenge today is more in trying to figure out ways of working across the differences in cultures and attitudes: job-role specific cultures, geographical or national cultures, and generational cultures. This is ongoing work to learn and understand and, in my view, likely something that will never end. This challenge is what keeps communities isolated, whether in the physical world or online.
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The general feeling is that social computing is now finding its way into improving the core way we do business, from everyday interactions to complex decisions.
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A push for it was when the company assembled a team for a project but failed to have the most optimal people in that project, as we didn’t know they existed, and most would not be aware of the talent of these people as their job title does not give it away.
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The fact that we now have online social tools that allow bottom-up grass roots effort to emerge is very enabling. These guys can now create a space and say look at us, come join us. If you create conditions by giving people the tools, the talent will surface, people will do the main aims of KM without you asking them.
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A middle manager may say they don’t want their people wasting time on other things, but allowing this may just help the business be more progressive and adaptive. I think senior managers and middle managers need to be on par that it’s OK for people to spend some time on stuff that is non team related or better still even complementary to team work.
There can be a real difference between online/offline communities when it comes to membership. You may have 10 members in a community and you want to enhance it by turning it into an online community. Over a couple of months, a lax Facilitator adds 100 people as a Members.
Are these people really “members”, do they contribute in any way, do they do anything to make the community what it is.
In the offline world you wouldn’t get a 100 people turning up unless they really wanted to contribute, as it takes effort and passion to get off your seat, or attend a synchronous meeting where you can be seen, and perhaps asked something.
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Membership is something that is felt, rather than handed out.
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“There’s really only one rule for community as far as I’m concerned, and it’s this - in order to call some gathering of people a “community”, it is a requirement that if you’re a member of the community, and one day you stop showing up, people will come looking for you to see where you went.”
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