TOC 2009: February 2009 Archives

These are my random notes from Gavin Bell's session: "The Long Tail Needs Community" I didn't include all of the book-centric stuff, and instead tried to keep it to the universal truth of web sites and online communities. Funny aside, the opening lyrics of the song that came on at the end of Gavin's presentation were "Wake up everyone" from the song "Make it mine" by Jason Mraz I am loving this irony! Well done Ollie the sound guy, who was the one who picked it. In my role as production coordinator for previous sessions, I lived for finding poingient and ironic songs to play at conferences.

--------------------------

Music always gets listened to. Who has an unlistened to album? Who has an unread book?

You can't do the last.fm data modeling for books like you can do for music.

Digital is easier. It can be remembered, annotated and stored. Then we can process it. The tools in one area, however don't always work in other areas.

Making reading work harder. It changes them when they read a book. We need to get their opinions and reactions etc.

We can help our readers by scaffolding the experience and making it social. ... We can go more in-depth than book groups.

Will we be able to get the reading data from ebooks?

We're in danger of getting disintermediated with things like PDF. This post-sale data is really valuable.

I hope we can create an open-ended platform for book reading.

The clever data capture tools for ebooks will be slow to come to print books.

How do we know an out-of-print book will be in demand?

We can take a popular book and harvest the interest from the people who read it. People are keen on annotating the books they've already got.

By publishing books you're creating a community. The people who bought the first-hand run never get the errata back to them.

What can reader themselves bring?
Recommendations, but we need to build tools to facilitate their interactions.

How can we extend the interaction?

Putting content online is a good first step.

Put reviews on the site. For bad reviews, engage with them, like Kodak does.

If you're hoping for a deeper reaction than a 3 line review, you need to know what activities people are up to.

Look deeper into Flickr for example. There are long-term deep relationships there. The same thing with Twitter. On the inside there are connections to real people and their real lives.

There's not a single social model for all book interactions. All have different needs. Travel is different than photography etc.

The community creates other objects, which will be the basis for other applications, all connected to the content you originally published.

Understanding the interactions between fellow readers. Publishers don't need to be the focus of the conversation.

Analyze the things that come from conversations about your books.

It's important to think about the social life of each social object.

You need to look at the things people create that come from your books.

Every activity we do is social in nature. (Check out the Acting with technology series from MIT press)

The people who read your book are not all the same. Make sure you recognize them as individuals. They don't want to have to create new accounts for everything you create. Understand when they come from different devices, they are still the same person.

**The role of community manager will become vital** (Aside, you should hire my wife Erin Capellman ... end of plug - Chad ;-)

People don't come to a restaurant because the tables are yellow.

Building websites is like running a bar. They come to a bar to have a good interaction with other people who are there. As a community manager, you must ensure this environment and deal with issues quickly.

You shouldn't launch a site with no budget for maintaining it, just as you wouldn't do that with an actual restaurant launch.



Make your content discoverable and that's relevant to the user. Flickr calls it "interestingness"

You want to showcase the things people are creating when they create them on your site.

Building an API is fundamental when building a social web service.

Summize built a search based on Twitter's own API.

If you're not doing this, you're missing out on orders of magnitude of activity.

And if you do, make sure you support open standards and allow connectivity. We're not building islands anymore.


What we're moving to is a role where we're brokering relationships.

Many publisher brands are generally anonymous. What does MacMillan mean as a brand? I can't really tell you.

Create a brand that has a way of interacting with people.


TAKEAWAYS

Build meaningful relationships

Think about long-term projects not just book sales.

Engage with the activities of your community, not just the people in them.

Scott Berkun, author of the Myths of Innovation gave a talk titled How Progress Happens: Leading the Human Side of Change at O'Reilly's Tools of Change conference in New York.

"Tools of Change" is a weird phrase to me. I thought of parking meters, arcades etc.

The focus on tools to make change happen is not really the secret. The secret has everything to do with the people.

American Revolution - 1976 ... there was no major technical revolution that year. They used tools that had been around for years.

(Everyone was then asked to change seats. Scott was stunned at how willing the group was.)

People resist change because
- It creates work
- It requires thinking
- We have to talk and listen to each other
- It raises questions we'd prefer to avoid
- It puts us at risk of embarrassment

Gutenberg Bible - It's held up as a triumphant moment. Truth is, he had no intention of starting a revolution. His entire goal was to make money. He created the opportunity, but the Renaissance was well underway at that point.

The tool doesn't tell you what to put in the book. A person has to do it.

What technology did Gandhi use? None. It was about people taking risk.

At work, people try to find the right thing to buy. That's the wrong place to start from.

No change is possible until someone stakes their reputation on doing something different.

The correlation is power. You should focus on the things that are possible with the power you have.

Example - Why do people stay in flood planes? It's because of their resistance to change.

(Worst possible band name - Status Quo)

Doing something because it was done before is not really a good way to live in the rational world.

The answer "it's never been done" has no bearing on the merits of the idea.

He has a list of idea killers on his blog. A great way to prepare to deliver new ideas to your company.

When things are unpleasant, you will be motivated to change.

If you want to make change happen, you need to find the people who are not happy. Those people are potential allies and there's energy for change.

Max Plank - Structure of Scientific Revolutions - Change happens when people with old ideas die not when they are convinced (paraphrase)

"Revolution", "paradigm shift" etc. are words from people who are full of crap. The people who know talk about the problem they're trying to solve.

Autocracy is a much more effective way to make immediate change happen. So if you're trying to change something at work, you need to determine how much power it will take to make the change happen.

Grass roots - origins with the Progressive party - Progressive party is now gone.

The idea of disseminating ideas is a great idea. The thing is change doesn't come until someone with power takes the idea to implement the idea.

It still depends on the choice of an individual with power to make something change.

TACTICS

How Progress Happens

- Power: What change can you mandate?
- Persuasion: Whose support can you earn?
- Intuition: what can you anticipate?

- Case Study: Chester Carlson & Xerox


Playbook for Individuals

(If you have a big idea, it's probably not a good plan to try to implement it all at once)

- Pilot (remember, your idea could suck)
- Show success (I should show this to a smart person and they might get)
- Find allies
- Ask for more resources, Stake reputation
- Report
- (coup!)

Entrepreneurship is a similar process

Playbook for Managers

- Pavlov lives (We do what we're rewarded for)
- Hire for change (Age & Philosophy)
- Accept some ideas you do not like
- Encouraging interesting failures
Only you can provide cover fire

Your job becomes not being the star, but creating an environment where the individual playbook can thrive

You have to think very carefully about your behavior as a manager to determine what you're rewarding people for.


Agenda

People make change not tools - People who are motivated and rewarded will make changes despite the tools they have

We fear change! - The sooner you figure out how to get around that in your org, the more your ideas will fly

Facts: Revolution, Power, Grass roots is only idea dissemination

Tactics: Pilot and Repeat, Cover fire

Only a manager can provide cover fire. It's the number one thing a manager can do

Q: How do you go about making up the difference between the power you have and the power you need?
A: The first word you should know is Machiavelli  ... The 48 rules of power if your world is really bad, but if you have morals or a spine, you think about who your allies are.

Talk to the people with the ideas and find out whose power you can borrow ... Sometimes its about your network

A reasonable manager can accept that you have to drop something if they want you to something new.

As a good manager you should encourage push back from the people under you.

Return to Capellman.com

About

Clips

Clients

Contact

Resume (LinkedIn)

References

About this Archive

This page is a archive of entries in the TOC 2009 category from February 2009.

Find recent content on the main index or look in the archives to find all content.