Welcome to the Melcrum KM Newsletter

On the Communicators' Network this month, the following question was asked: "I'm in the process of proposing an online community for our division to allow our associates to have a central gathering location to share ideas and ask questions of their colleagues. Can you please share your thoughts and experiences in setting up an online community within your companies?"
Here are some of the responses.

Technology is not always the answer
"After 10 years of failed Lotus Notes discussion databases and intranet community sites in three different technologies, at British American Tobacco (BAT) we realized technology itself isn't a solution and we needed to focus more on the people," says Richard Hare.

Building relationships
"We found it was important to introduce prospective members to each other early on and concentrate on building relationships between them. We devised a workshop, which included games to help the members learn more about each other," continues Hare, "as well as reflecting on and telling stories about their own experiences in communities. From this we built up a list of potential attributes for a community, before moving on to discuss how the community would operate."

Using local language
"One mistake we made was using the language of academic community theory. This was our language, not theirs, and using words such as domain, community and practice – the three attributes of communities of practice – merely confused them. Domain – the area of knowledge the community deals with – they particularly struggled with, until they realized we were talking about what they understood as 'scope'."

Maintaining interest
Hare is keen to point out that keeping momentum up is a lot of work. "There's a huge risk that once the workshop is over and people return to their offices, they forget about the community and concentrate on their day-to-day work. So it's important to agree a schedule of events (on or offline, for example virtual chats, teleconferences, regional meetings) to provide momentum, as well as a coordinator to spend time calling the community members on a weekly/biweekly basis to keep the members focused on the community and its objectives."

Setting parameters and objectives
Linda Doyle, from the Univeristy of Salford in Manchester, UK, says there also has to be a strategic framework within which to work. "I think it helps to be clear about what you're trying to achieve, who's going to benefit and what effort you expect to put into making it successful, and also what effort you might expect from contributors," says Doyle.

Balancing risks and benefits
"If there's a genuine desire for openness and communication – especially if management are responsive – then it could be very effective, but there are risks," adds Doyle. "I would suggest that ideas are tested first and that pilots are run to see if they work. You could agree specific themes to give them some initial focus. I would also suggest some principles, for example confidentiality – such as non-sharing of personal views outside the community without prior agreement."

Best regards,

Alex Manchester
Editor
alex.manchester@melcrum.com

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