Connecting to Change the World: Harnessing the Power of Networks for Social Impact
Key Point: Successful networks require thoughtful design. I have reviewed some of the key design issues that may arise in the planning of ‘Be Seated’.
| Key Design/Review Issues | Applying to BeSeated |
| 1. Purpose: reason for being. | A collaborative network that provides information on venues and available seats in them (public and private places). |
| 2. Membership: boundaries: open or closed network? | Open |
| a. Eligibility: member criteria | Through Facebook? / FOFA |
| b. Size: number of members | Unlimited |
| c. Categories of members | Users / Place’s owners. |
| d. Requirements for participation | Facebook page? / email account? |
| 3. Value propositions: the specific benefits for members. A new member has an individual value proposition, not a collective one. Designers must cultivate the collective value that will bring members together in common cause and allow them to give to, as well as get from, each other. Some members care about other’s value propositions; others may have some value propositions. | On-line interaction among members is user-generated responses to venues and the quality of their experience at the venue. Allowing users to upload their thoughts, feelings and complaints about venues and what spoils or enhances their experience will help other users with useful information about venues and seats.Users can possibily rate the reviews provided?
Credibility: most rated people have more weight? Possible user-benefits for the most active patrons and contributors to the site? |
| 4. Coordination, Facilitation, and Communication – Linking Members: value creation of a network slows without coordination or lack of communication. Coordination roles in designing networks: | |
| a. Logistics: setting up tools or services to facilitate engagement between members. Establish working groups of members to explore possibilities for collective action. | Possiblity to have the ability to virtually assign yourself a seat and to see where others are sitting (not spying). To comment and to rate other’s reviews. |
| b. Operations: site administrator’s duties including technical help to members and documentation. | On line video tutorial (1.5m). Easy knowledge transfer at administrator and user levels. |
| c. Strategic management: help network members with governance duties. Support member’s initiatives. Create and modify network’s plan. | Allow members to add places |
| 5. Resources: the network-funding model. | Social network. Venues will pay a fee to announce. |
| 6. Governance: network is decentralised; top-down command model is not a good option. At the first moment, let the organizers be the deciders. The purpose of network governance is not to tell members what to do, but to enable them to do what they want to do. Therefore, in a moment during network’s life, the members will be deciders, if the aim is to keep the network open, increase number of members. | To review every 2 months the first year, then 2 times a year. |
| 7. Assessment, monitoring network health: At the beginning without enough data is difficult to understand the health of the network. Lately, when members decide, the network is mature and it will be possible to collect sensitive data in order to make decisions about strategic direction. | Based on the results of number 6. |
| 8. Operating principles – guiding culture: the way members will conduct the network’s business and express their expectations. A network is not a hierarchical organization; the guidelines evolve during network’s life. | An online community joined by a social network could become invaluable in us getting the most out of the entertainment choices and the live experience. |
| a. The point of a network is for the members to collaborate to produce value for each other. | Data is provided through collaboration among members. |
| b. Let connections flow to value. | Trust in shared information. |
| c. Find and let flow the power in network (Power as Action, Power as Influence, Power as connection, Power as propagation, Power as interaction – D. Millar – Webscience MOOC). | The source of information is from members. They have power to rate venues. |
| d. Trust: Openness (no secrets), and transparency (no member is more powerful than any other is). | One kind on member. |
| e. Plan’s flexibility: networks adapt, they do not start with the sense of permanence like an institution. | Adaptation based on results of number 6. |
Reference
Peter Plastrik, Madeleine Taylor, & John Cleveland, Ssireview.org, (2015). Connecting to Change the World: Harnessing the Power of Networks for Social Impact (SSIR). [online] Available at: http://www.ssireview.org/articles/entry/connecting_to_change_the_world_harnessing_the_power_of_networks_for_social [Accessed 1 May 2015].
