Bas Reus' quest on self-organization and online collaborative spaces

Coordinated chaos

Posted in online collaborative spaces, self-organization by Bas Reus on September 22, 2009

Why do some social media initiatives make it, and others not? The success can’t be assured a priori. Take the example of FriendFeed. I never used it, but the technology was outstanding people say. It was the first service that made use of realtime updates for example. Of course, for the founders things turned out quite well, because Facebook acquired it recently. For open social networks, mass is needed. People can choose their service freely, and positive network effects strongly influences who will win or lose.  The more people you know use Facebook, the more likely it is for you to use it too, and to abandon FriendFeed for example. You’re not really locked-in like you are with using Microsoft Windows and Office, although that latter lock-in is declining with the advance of free web-based alternatives.

YinYangIt is different for corporate social networks. First, it is less social. Not everybody in your life can be connected, just your colleagues. Second, there are mostly no alternatives available. The company chooses to introduce an Enterprise 2.0 application, custom made or out of the box. It’s there just for the company. Third, for the most people, it will only be used during working hours, not very much in the weekends. Fourth, it serves different purposes, like more effective collaboration, not just sharing cool things or experiences that are very funny. However, when people share those it’s a sign they feel comfortable out there. Fifth, there are even more differences. All these differences are a given, and are important when designing and introducing a corporate social network.

Traction Software explains it very well on their blog. INNATS. It’s Not Not About The Structure. Structure is important, but too much structure is a problem, as well as too less structure. Hence Not Not. Starting from scratch is not a good idea, but reinventing the wheel over and over again isn’t either. The right amount of freedom to be able to express your creativity, to find the right information in the chaos, and coming back for more on a regular basis because it contributes to your job and the tasks you have, that’s an important factor for success of a corporate social network.

Setting the scene is what it’s about. Or better, knowing scenes a priori that could be the starting point of a flourishing corporate social network. You never know if it will flourish, but it pays to look for the right balance between coordination and chaos. Like with open social networks, positive feedback can make it happen faster once the right balance is found. And the initial state of the network has great influence on what wll happen later on, like the butterfly effect (great movie btw).

3 Responses

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  1. […] last weeks I mentioned the importance of structure, but not too rigid, such as in the post ‘Coordinated Chaos‘. The structuration theory of Giddens (1984) can help us here I think. Structure is defined […]

  2. Chika said, on October 9, 2015 at 14:42

    I don’t think *any* website is the right word. I just watend to chat with a person while browsing flipkart.com. It pops up for 2 secs and pufffff it goes Although, I tried another site it worked! I am not sure I am the only one who faces this. Please check and let me know.

  3. Maria said, on December 20, 2015 at 11:54

    hello. ben enigma haryanıyım. mfcziği ve videoyu e7ok beğendim ama turkey neden yok. bu yazıyı okuyan yerkili lfctfen beni micael cretu ile buluşturun. bunu e7ok ama e7ok istiyorum lfctfen. ben tfcrkfcm. enigma benim hayatımın pare7ası. beni lfctfen buluşturun. cevabınızı bekliyorum


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