Interview with Jordan Frank from Traction
The recent discussion on ‘Self-organization defined‘ where Jordan Frank from Traction Software commented on, triggered me to ask him some questions on the Teampage product in relation to self-organization. And as you can notice from the title of the blog, I’m interested in online collaborative spaces as well. Luckily, Jordan was so kind to answer my (many) questions. This post in an interpretation of some of the topics we discussed.
When I asked Jordan to explain Traction in maximum 100 words, he said: “Traction TeamPage is an enterprise social software platform. While TeamPage offers the wiki, blog, tagging, discussion and document management features people seek in a social software or collaboration platform, TeamPage goes beyond traditional expectations to deliver critical functionality that is need by most, if not all, enterprises. Simple examples include social tagging across differently permissioned spaces, content moderation model, a view/query model that lets you easily organize pages around your use case or work objectives, and an audit trail that goes beyond edit history”. The video below explains some more.
I’m really impressed by the loosely organized pieces of information in Teampage. One example is the manner in which it does not type content so finely that a given page can be a Wiki page or a Blog post or a Comment – rather, each entry flows into the blog-stream and may be assigned a Wiki page name or may have a relationship which makes it appear as a comment. Another example is the treatment of every paragraph as an object which can be tagged, linked to or commented upon. This solves a ‘problem’ I run into in my daily life, by having to choose when to use a wiki, blog, comment, tweet, or resort to an e-mail or whatever, the place (or silo, see a great story about Silo Smashing and Sharepoint) unnaturally confines the content, or the conversation. That’s the promising aspect of Google Wave as well, I think. Jordan thinks a little different of Google Wave:
I don’t think Google Wave is the holy grail in this respect. I see it as a protocol for interaction and threading. While it greatly improves item level discussion versus email, it won’t necessarily span workspaces or offer anything close to the capabilities that TeamPage does. But we can use it to great advantage – much better for capturing synching external conversation and internal history. Should be fun to implement. We are making heavy use of Google Web Toolkit in our next interface.
Clients of Traction Software use Teampage for a number of purposes such as for project management, intranet sites, market research, competitive intelligence, communities of practice and as a knowledge base. Jordan says:
The system easily organizes around use cases rather than shaping the workspace based on the technology used to implement it. As one example, rather than having a ‘blog’ and a ‘wiki’, an HR space may have a ‘Policy’ section and a ‘Questions’ section. That space may also be moderated, which may be a requirement for the organization – otherwise a less capable wiki just wouldn’t be allowed.
When we talk about self-organization, it is very important to set some constraints, or to remove them, all in order to let people ‘organize’ themselves easier. That’s what the consensus on the ‘Self-organization defined’ topic is. Translated to software or online collaborative spaces, I asked Jordan how this can be done in Teampage.
You can set constraints by providing templates, a starting set of labels (tags) and sections. Sections are like portlets in a space. A Project management team may have sections for meeting notes and issues, for example. Each section may be associated with article/page template. So, a meeting agenda template may launch from a meeting notes page section. If we talk at having freedom for the users of the software, there is any freedom you would expect in any other blog/wiki/tagging environment. The starting sections and labels in a template are just that, a starting point. A person in charge of the space can enforce some controls, or leave it fairly open.
Defining self-organization is not very straightforward. That’s one of the reasons that the earlier blogpost generated so much discussion. When I asked Jordan to his understanding of self-organization, he said:
In my context, it’s enabling individuals to organize themselves and their content without constraints that they don’t want. This acknowledges a need for constraints that may be helpful. This acknowledges that an organizational structure (be it top-down or matrix) may be necessary or simply helpful.
Key is to make use of existing organizational structures, and play with constraints. Keep them, make them or bypass them where necessary. Structures can always change, and Jordan explains this with a sports analogy, when I asked him about his earlier statement that self-organization often works better when there is some starting structure. What did he mean here?
I mean that a blank white page is very intimidating, and doesn’t necessarily assist team play. To use a sports analogy, Zone defense is a bit less structured than man-on-man. Zone defense requires constant adjustments and on-field co-ordination. So, there is a structure indicating an area a player defends at the start, but the structure may change as a play is executed and the players self-organize to adapt. Out of 10 types of activities, a project team may discover that their most pressing need is to document requirements and discuss issues. You may structure a space, initially, around these two use cases and you may go as far as gaining management backing (or mandate). At any time, individuals may go beyond the starting structure by posting other types of content, but they start by creating some gravity and a consistent process for documenting requirements and resolving issues.
It’s great that Teampage is very flexible concerning creating a starting point, and as I mentioned earlier in this post, I’m really impressed by the loosely organized pieces of information in Teampage. But still, software alone is not going to make a difference. In my view, it’s an important part of a greater process. How do people use the software, and how is it going to make their (professional) life easier, more efficient, more fun, in other words, what is needed to help both the company as their employees (and everybody these people work for) to benefit? What is needed besides software? And where can software help to fulfil those needs? Is it part of a company’s culture? I think I will end here with these questions in mind……
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