绿叶 破解版

The last two or three years have been "interesting" in the community platform space as things have been shifting quite a bit with regard to vendors. Most every organization I know is looking at changing their platform as their contract is up for renewal and they are looking around, or their vendor's state has changed. There are also an incredible number of organizations who are looking at getting their first platform up and running. Many are also looking at augmenting what they have or trying to unify what they offer or build a more unified environment.

It is important to remember just as organizations are social human environments that interact at different social scales simultaneously and with differing tasks and needs, the platforms that support them also focus on different segments and scales as well. A rare few handle multiple scales and segments in one platform or product. It is best to start with understanding one's organizations own needs for these then looking for solutions. These are 10,000 foot level views of things.

绿叶 破解版

Just as there are different human social interaction models at different scales in organizations and different engagement types around knowledge and work, there are similar types for platforms and tools. Many platforms were built looking at one segment and optimizing toward that model (often not intentionally, but driven by customer need and expressed pain points).

There are four main types of social platform segments based on their social interaction models. They are not fully mutually exclusive of each other, but overlaps that are solid across with two or more strengths are rare. These types of interaction models are based on what the needs are for the organization.

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Cooperative Social Model

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Organizations use these models in teams, small and large groups for community of practice or location / specialty interest sharing, community spaces (all inside an organization, as in an enterprise social network), and network model which spans beyond an organizations boundaries to interact with consultants, B2B, customers, clients, etc. Each of these sub-models operates at different scales (more on this in the next section) and each of these sub-models are different because the focus and scale and often aren't all that interchangeable the platforms often only work well with one of these levels well and not across more than one.

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Collaboration for the last 20 plus years has often been the blanket for social platforms where people interact with others around work or help each other. But, the older understanding and framing is around bringing different ideas and approaches together into one space where the differences are negotiated and mitigated into one cohesive path forward. The management of the background for what is negotiated and mitigated is an essential component as it capturing the reasoning for the way forward on each point. Most often the path forward isn't the final path forward, and all the work researching the paths not chosen have value when there is the inevitable need to iterate and change course (slightly or drastically). Quite often the greatest value isn't what is captured around what you chose, but in what is captured around what you didn't choose. A decent level of capturing of information and understanding with what wasn't chosen save large amounts of time when iterating or course-correcting. Decent level of capturing background can make a course correction a couple to a few weeks rather than months of going back to the starting point again. There is gold in the capturing what isn't chosen today and why.

Communication

The last of these segments is Communication. Communication platforms not only support people interacting with each other, but supporting an activity stream for services sharing status, insights, and alerts where it is relatively easy to follow and interact with others around it. Traditionally this has been email for people communicating and as the activity stream. But the downsides of email with its lack of ease of onboarding someone to a conversation and its history, or to status is problematic. The modern model of "point and don't attach" many organizations adopted in the past 10 to 12 years for files and objects is much cleaner in social communication channels.

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Communications often support teams well and their distinct needs (tasks, status, process & planning, progress, calendar, team fit, shared resources (files, etc.), communication, and decisions) either in the platform or through notifications from services that handle these needs. A good communication platform integrated well, shouldn't be overwhelming and can provide a good view across a team's activity, state, and needs along with the means to initiate responses.

Good communication platforms are invaluable. They are more than chat services and notification activity streams. They should integrate well and provide the means to highlight was is needed for attention across disparate avenues, but also should provide the means to interact in the comms service as well as jump out to another platform easily and support an easy means to be a supportive layer across many endpoints.

绿叶 破解版

As mentioned above, understanding the scale of social segments is desperately needed before assessing a platform. Understanding scale is one element of social platforms that is often overlooked and becomes problematic if the fit isn't there. A service focussed at large scale social interactions for a community or network level social interaction often doesn't handle the smaller scale social needs well.

The smaller level social segments are: Collective, Teams (and sometimes small groups in Cooperative), and Collaboration. Each of these segments work best with groups of 8 to 12 or fewer, but sometimes up to about 25 people at maximum.

Where things sometimes get a little complicated is with groups and the larger scale platforms. Much of the social interaction in larger scale platforms is in groups (large and small), but a good group platform may not work well for community nor network scale interactions. Community (mostly inside an organization or a bounded community of practice) and Network scale capabilities are categorized as such because of their global capabilities. These capabilities are: announcements (which often can be pushed into commutations platforms), identity and authentication models for access and permissions for roles, search, cross-pollination, and ability to integrate with teams for their ability to provide support or get support.

绿叶 破解版

An area that doesn't get the focus it should nor the understanding it needs is the user experience. This isn't just the ability to brand and modify the UI with colors and decoration, but the ease of use and fit for the user's mental model.

A big differentiation platform to platform is the user experience / user-centered design. The flows and ease of the use flows for common tasks is essential. The ease of understanding social interactions should fit the users mental model and be clear to the users. Many platforms aren't using current interaction models for common activities, like uploading content. But, also the social interaction design models are essential and for many platforms they have yet to really embrace these understandings and are rather clunky and cumbersome.

A key focus for social platforms is people interacting with people through a platform and often interacting around a shared object. Often the platform gets in the way of these people-to-people interactions. But, many systems don't quite get to enabling clean interconnections and these lead to limitations and confusion, which shouldn't be introduced.

The platform should have a solid UX and social interaction design team working on it full-time and their own leadership who has depth and experience with social interaction design. I've been seeing some platforms that have been allowing the community managers to select and optimize their user experience, which is something that has been a long time coming. The ability to have a simple interface and simple interaction model as a user gets started is essential, but enabling more complicated experience that support more advanced user's needs is something that is really beneficial.

Interconnection and Interoperability

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Over the last 12 to 20 years one of the big changes has been the capability to interconnect and interoperate different systems and platforms. Many vendors touted their capability to pull information into their system easy from other platforms, but it was rare for them to open their capabilities to others. The last 10 years or so that too has shifted with platforms not only opening their APIs for others to read and use, but also new platforms and new versions of platforms start with APIs and build their platforms out from there.

While there is a lot of proclaiming kumbaya, we all get along, mantras the ability to truly interconnect and interoperate across and between platforms can be much more muddled. Spending time with vendors showing what they can easily share out in APIs and streams, what takes more work, and what is really difficult if not impossible is something worth spending time on. This will pay off when working to connect a communication platform and various team platforms together. It is also worth the time to look at integration enabling services like Zapier and Microsoft's Flow to see what capabilities are out there for services and platforms you may have interest in, but also see what others are doing.

Exit Strategy

Related to open APIs and open data models for interconnection and interoperability is using similar and more when the time comes to move on from a platform. Very few people think about this in the early stages of product selection or at all. The last year or two this subject has been coming up a lot as the landscape for social platforms for organizations change. As people and organizations find value in having social capabilities in the organization they may realize they have changed as an organization and need a different solution, they realize their platform is not a great fit, or their platform or service has changed requiring the need to move to another option.

It is incredibly important to think about how data, conversations, knowledge, history, etc. can be exported out of a system before they purchase the system. There are some organizations that run failover systems for some or all of their core interactions, while others test their archives and exports for continuity exercises should their main platform cease to function or they have a short window to transition.

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Often an added benefit of this is these platforms often have better integration, improved capability for advanced analytics (few platforms have analytics that meet mature needs), and solid up-time through redundancy and failover systems.

Summary

These five core areas to consider are far from a full list of areas to focus on, but they are areas that should be on your list for product selection, or your regular product review cycles (every quarter or six months is a good time to take a look around and see what has changed and what your organizations next possibility could be).

Other areas that are highly important include: Security, great customer support, great uptime (for the platform and all of its sub-services), mobile use (including integration into mobile device management environments), accessibility, great admin tools with ease of use (a great test of solid user experience is looking at admin tools and services and how well they are done), failover plans, set integration native in the system (file / document storage is one of the most common), and frequency of product updates (incremental and major).

I started my trek designing, developing, and managing social / collaboration platforms in 1996. Over those years I've been part of a lot of different projects, development of platforms, long term and short term strategy and planning with vendors in the space, and in recent years back helping design, and product management (from an advisory role and mentoring). I have also been framing product needs and flows for new systems (either plugging into existing social platforms for new major releases, adding these capabilities into existing platforms with distinctly different focus to augment them where other existing services can't fit, and / or building platforms from scratch). I have also been continuing to advising organizations by helping them understand their needs better and problem sets they are trying to resolve before they get into the selection process, so to best fit product to their actual needs.

The focus of this piece is for organizations looking at social and / or collaboration platforms or services for internal and / or external uses. This is to help provide some understanding when considering a build versus buy consideration, but also some background on platform and services design and development

Lessons Learned

The lessons learned aren't new lessons learned for me, but I'm finding they are still relevant and haven't shifted all that much in the last 7 to 10 years.

Build vs. Buy

The build versus buy question is oddly still asked. I had figured about 15 years ago that by 2010 organizations would mostly just consider buying a service or platform to use. Many organizations still are considering building, as social and collaboration seems easy. But,nearly always you want to buy a service or platform rather than building.

Why? Time. This is comparison is for getting things up and running and working smoothly at a somewhat foundational level.

On average, after going through needs assessment and right fitting a purchase decision a service or platform can be up and running optimally in around 9 months, with the usual range being 6 to 18 months. That is getting the service running, getting test groups in the service, optimizing and iterating the service, modifying the design and UI to meet needs, building taxonomies that work, getting onboarding created and honed, work through some lasting workflows based on needs, and getting community managers comfortable working with the service and patterns honed for the cultures they are working with. Most services and platforms can be up running and functional in 48 hours for very basic functions, usable in 2 weeks, working through initial groups and integrations in 3 to 6 months, and iterations and scale often span the 3 months to 18 month difference.

If you are building your own it is 2 years to 3 years on average to get something up and running and working smoothly. This 2 to 3 years is the comparison to the 9 month mark. Many well funded product development attempts are getting to feature parity with something they could buy in that 2 to 3 year span.

Why Build?

There a few reasons to go down the longer and more painful build path: 1) There isn't a product that remotely covers the complexities you are experiencing and have documented in your needs assessment (more than likely a good chunk of what you need to build can be bought); 2) The identity model and adaptive needs aren't supported by existing offerings (this is one of common reasons as identity models with adaptive use on most platforms are limited - most often limited on the free or bundled services - and in many platforms rather stiff and restrictive); 3) You are building or integrating a large collection of services that don't interconnect well and collaboration, social interactions, communication in and around them is essential; 4) The social components are internal to another platform you own and have built end-to-end. There are a few other edge cases to build rather than buy, but these four are the most common of the rare cases where buidling makes sense.

If building what is needed? The most important things needed is teams who have done this before a few times (yes not a team as this isn't a light effort). Building social platforms is hard and complex, it isn't adding commenting to content on an existing site, nor building a simple messaging system, but dealing with adaptive systems that will need to embrace and support many cultures and sub-cultures that intersect with their different mental models. See the roles needed in Team Roles Needed for Social Software Projects. If you have those covered, particularly the social sciences, and with people with serious depth on these, not just watched TED Talks, nor read light blog posts, nor the TLDR versions, but actually had years doing this on top of serious depth of understanding, then you may be ready.

How Can This Still Be So Lengthy?

Social software is hard and complex, which is the simple answer. There is a lot to build and account for. I've watched and worked with teams who have built a few platforms for social and collaboration in the past and sold them off. They have started anew and getting to a good platform with basic feature parity with some new functionality to move things forward it has been 2 years at a minimum.

In the past couple of years there have been quite a few new services surfacing that have design and development teams with nearly all members having 5 to 10 years of prior experience building and managing social platforms and in 6 to 9 months they have something decent, yet still a clumsy beta. The product isn't open to everybody. It normally goes through heavy iterations and most of them shut everything off for a few months for rebuilds and reopen beta again. A decently good and useable service and platform often hits that mark at the 2 year point, if not farther out.

Another reason it takes time is the adapting to changes and norms of use. Most organizations are looking at systems that will be relatively easy to understand for their employees and or customers so they spend minimal amount of time training and onboarding. The interaction patterns that are common and norms are rather fluid and shift a little or a lot every 9 months to 18 months or so. Patterns that were fine at the product development start, may have changed quite a bit in a year.

Social Interaction Design / User Experience is Complex

A few years back I framed out 20 social roles for different interaction model roles people fall into in social platforms / services. When I started talking about it vendors responded that they were lucky if they had two: User and Admin. In the past 6 years things have changed a little for vendors as they are trying to embrace more social roles. But, for community managers they are commonly working with 6 to 12 different roles and or personas, which has vendors working with a broad set of personas, sometimes beyond 15 (the social role is just one element of a persona and it is common in reality to have people with 4 or 6 different social roles they embrace across a few groups in a community or network.

Having those designing and developing a platform working from this understandings helps smooth some of the complexity. But, having solid familiarity with this diversity has become essential if building a service or platform that is expected to work broadly, which is what social platforms do.

The Wrap

Hopefully this helps a tiny bit when thinking through "should I build or buy" or "why is my social product development taking so long" questions.

I have a lot of hands-on designing, developing, and managing of social / collaborative platforms since 1996 and regularly advise product makers, vendors, and buyers around right fitting and understanding then working on solving problems they may have. One of the things that was regularly surfacing around 2007 as enterprise social platforms were getting taken seriously. But tool selection and roll out of them was often bumpy at best as there was a lack of the breadth of understanding around many services. This was the case with many vendors, but also really much the case on the customer side of things. When working through discovery of the problems that customers were having, usually in the “One Year Club”, many of the issues correlated to the lack of understanding the breadth of perspectives important to social and collaborative work and environments.

Looking at situations where products were right fits gave insight into what works well. The success factors surfaced where vendors with well rounded products that were correct fits for certain customers [commercial social platforms that understand social interactions at various scales and get their products right for specific users] and roll outs that have rather solid adoption. These all had breadth and depth of understanding. Looking at what helped them be successful it wasn’t one or two things, nor five, it was they had most of 14 different roles with roles in their selection, development, strategy, planning, launch, and running of their offering covered.

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This gap was glaringly apparent when large parts of a rollout were in the custom build model, much like many organizations were struggling with around Microsoft SharePoint or other build your own solution platforms. Organizations weren’t buying finished products, but a platform that focussed on heavy customization (often with difficulty getting what they hope to do working well). Part was what came out of the box from SharePoint was a bit rough (3rd party solutions like Newsgator/Sitrion were quick ways to get things working well for social and collaboration needs in SharePoint with little hassle). What the teams working on SharePoint were lacking were 10 to 12 roles that they desperately needed for depth of understanding around how humans are social, how things function, ease of use in contexts, and other essential needs.

Moneyball of Social Software Teams

This breaks down the 14 roles at a somewhat high level. At times myself and others have called this the Moneyball system of social software. In baseball, which Moneyball focussed on, they focussed on what made the Oakland Athletics team with a low budget able to compete with large budget teams. Big budget teams focussed on home runs and star pitching along with other simple understandings of analysis. What the Oakland Athletics did was look at what makes a winning team and how to measure things based on outcomes by understanding things more broadly and deeply.

What I ran into was similar, though understanding the roles and needs to have a solid well rounded social software team, so to get solid successful results. Most solutions were rolled out with 2 to 5 roles with depth, but what are the other factors that also have deep value and because they were missing had a less than positive impact? Over the last 6 years or more I’ve shared this list of 14 in workshops and with long engagement clients (but at a deeper level), but also help them cover the ground across a few of them where I have that depth and breadth (from 20 years of experience with social software and formal learning).

One last thing to realize with this list, particularly if you are on the customer side, is you may not have these skills and roles, but your software or service provider cover some you are missing or help narrow the gaps for roles missing.

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IT Development

IT development is usually the one role that social software rollouts have covered. The development portion and getting the code right is often not an issue. This role covers development, integrations, stability, and upgrades / patches.

Content management

Content managers are incredibly helpful not only with content management practices and needs, but could also cover content strategy needs as well (if content strategy isn’t there working with communication specialist helps close this need). Most social environments have professionally created content that are part of their offerings as blogs or other more planned content models. But, content also surfaces out of conversations and cooperative activities in communities and groups. This content can be repurposed as it is or honed for other targeted and / or broad uses. Content managers also often works with document management and taxonomy roles for ease of finding and helping keep content well structured and easily found.

Community management

The community manager is a role that some organizations and services understand the need for to be successful. Others have yet to understand the need for this yet. Having a solid community manager who can help set the tone and culture of the community and groups, as well as help set good skills and practices in place for members of the social offering is a great asset. The community manager is the guide, host, and facilitator, but often has good depth working with difficult situations and turning them into very good outcomes. Good community managers are also adept at seeing needs and gaps in tools and services that need attention. A good community manager can’t fix a tool that isn’t a good fit for an organization, but can help get through that state to one that is a better fit, then help the better fit thrive.

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Solid communications management folks help with finding solid messages and well created content into a social environment. But, from a social perspective they also should have strength seeing content from users in the social environment that needs attention (as it is positive and needs more exposure, or it is negative and needs a calm way handling of it). Understanding the life cycles of content and workflows around finding, creating, honing, and right fitting content and messages shared from the organization as well as from the users is powerful and helps bring life to the social environment. Setting good content guidelines is another way the communication management role contribute to social environment success.

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User experience design is essential and has long been overlooked in enterprise until lately, as the focus services being designed for use and ease of use weren’t considered as needed when you could just send people to hours of training. But, with social offerings there are a lot of diverse elements that people are having to work through, besides how to get something done in a platforms or service. Good usable design with regular user research (prior to taking steps, as well as while designing potential options, and honing what is in place) helps take the rough edges off that get in the way of people using as well as understanding what a service does, and can do.

Social interaction design

General UX design isn’t enough with social platforms as there are a lot of interactions with the service and system, which is used to interact with others (which is difficult for many on its own). Understanding the design of social interactions (what is clicked and then what happens after it) so that the tools aren’t getting in the way, but also some of the rough edges of human social interactions are also eased is badly needed. There are broad options for buttons, forms, profiles, reactions, likes, etc. and social interactions designers work to understand what are the best fits for the contexts at hand and what the impacts will likely be with distinct user groups. User testing around social is a little different from general user testing as the situation requires working with a diversity of end points (people) at either end of what is put in place that need to be understood. Testing also needs to include various depth of use and maturity with the service. These help find a good fit in the social interaction design that works well.

Data analyst

Data analysts are essential to help understand benchmarks prior to starting down the path with social offerings, but also are needed to dig into the data to see how people are and aren’t using the services. Many platforms have decent data analysis, but it only scratches the surface and much better analysis is needed; particularly in larger solutions, more mature use environments, scaling, as well as those that have a diverse user segmentation. Social environments change drastically as they grow and act differently with more diversity as they scale. Data analysts should have good understanding of Social Network Analysis (SNA) / Organizational Network Analysis (ONA as well as many social analytics capabilities for seeing diversity, clustering, social scaling changes, etc. Having a solid data analyst helping with capturing the data that is needed, keeping privacy in mind, and slicing and making sense of the data with clarity has a big impact with what deeply matters in early stages and as use scales and matures.

Change management

Change management is not only essential for preparing organizations and people for a new service and offering, but deeply needed for the changes that come along with using these services. Digital social environments help enable normal networked social patterns that are well covered in Wirearchy as the shifts in ease of connecting in a digitally enabled networked environment can be disruptive. This is mostly in a positive way, but is not always perceived as positive if it is not known the changes may be coming. Helping people understand what the new services do and the needed mental models for working in this way are areas change managers can help with, as well as work with others around legal and compliance issues that need consideration.

Document management

Document management, with a solid understanding of social environments, helps with working through how to archive valuable content and conversations, but also how to ease finding and connecting to systems of record from inside a social offering. This connection needs to work in both directions, one is surfacing documents and resourceswell (within permissions guidelines, compliance, and connecting to the right / latest version), but also working out how to show the document or record is being discussed and used. This use activity around a record can be a valuable indicator that it may be getting updated, or caveats have surfaced that are valuable to all who view and need the record.

Social scientists (ethnographer, urban planner, sociologist, etc.)

The social scientists are often overlooked, but should be one of the first roles included. Social scientist, particularly those who have graduate school level of work, see social environments differently than most who don’t have that background (this may be a personal bias, but talking with others with similar background the “how was this essential understanding not seen” is a common phrase in reviewing social offerings). Social environments are under constant change and morph as (sub-)cultures intersect and social environments scale. The questions asked by social scientists, along with framings with models around how humans interact, while watching for conflict and the patterns that surface in constant change and are not seen are nothing less than essential. One of the common downfalls with social platforms is around they often don’t allow people to be social like humans are social. There is no better way to keep an eye out for that to mitigate for it, but also understand how humans are social at various scales than having social scientists involved.

Taxonomist/folksonomist

Taxonomies are essential for easily grouping information, conversations, and content and for helping people find relevant and related matter. But, language and mental models for what things are called and are related to are often far more diverse and emergent than taxonomies allow for, so embracing folksonomy is also essential for social environments. Having a taxonomist involved will help set categories and information structures in place that will enable the capability for solid finding and refinding. If that taxonomist also embraces folksonomies (and the service has the foundation for it) the ability to have emergent taxonomies that take less work to keep up to date than traditional taxonomies can happen. Also embracing folksonomy helps new ideas and mental models (these emerge through new members, training, cultural shifts, etc.) be included in the ease of finding and grouping of findable and refindable information.

Knowledge management

Knowledge managers seem to be in and out of fashion in organizations these days, but no matter what the rest of an organization believes having solid knowledge management as part of the social software team is essential. Early social platforms were around 20 years ago were being built on understandings for how knowledge is created and honed, as well as changes over time. The social platforms had issues, but the foundations in knowledge management are solid. The knowledge manager provide understanding in what the services need to capture knowledge and resurface it when needed. But, in social platforms the “who” around knowledge is helpful as well. Often there is more than one person with expertise who has honed a different dimension of a full understanding, so it isn’t just one answer that is sought and one expert, but likely a few or many.

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With all of the conversation, content, information, and knowledge created, shared, and pointed to it doesn’t matter much if it can’t be found. Part of it getting found is helped by content managers and taxonomists / folksonomists, but search needs to be solid as well. Most platforms have search built in to their offerings, but evaluating if that search will suffice at various scales will need a search specialist. But, search in platforms is also often tied to other search systems and how those integrate to find, hold onto, and surface information, content, and resources takes solid search specialists to get right. A lot of information and resources inside an organization is difficult to find (not by intent, but it is trapped in systems that aren’t searched easily nor integrated well) and social environments often point to these resources and frame what is there, which enables that content and resource surface in searches. Your whole organizations gets smarter and has more available resources if the social environment and search is well matched.

Legal

Legal resources are often not thought of until it is late in the process. Working with lawyers to help understand compliance, privacy, security, and risks in general from a legal perspective. Working with a lawyer who can help understand not to just say this can’t be done, but how to meet compliance and other needs and still have a great service is an amazing benefit and one that saves budget and time down the road helping meet needs and provide a solid offering.

一兔子的加速器

Yes, 14 roles isn’t something that is easy to fill. But, this doesn’t need to be 14 different people. By knowing what to look for a lot of roles can be found and covered by one individual. Knowing what you need, often at a little deeper level than the high level outlined here, and how it fits in to the team can help shape a team of 5 or 6 people, or who can move in and out of the team at various times to help provide the breadth and depth needed.

Also, many of these roles can be and are covered by vendors who are doing things well. As walked through in The One Social Way or Not to Doing Social Really Well in Enterprise user research and other skills are being covered on the product side. Understanding from vendors how they test with users (what types of users - domain, roles, skills, etc.), how they understand social models and social scaling, build taxonomies or enable co-existing folksonomy for emergent taxonomy, enable search and integrate with existing search, have open models for data analysis, etc. can help see what roles are still needed.

Many of these roles (even if they are covered on the vendor side) are really good to have in the evaluation and selection process as well, so having these roles in a review and strategy team up front is a really good idea as well.

These roles also can be filled by integrators. This is rather rare these days, with the exception of a few small boutiques who have approached their offerings for integration and consulting by filling gaps they regularly saw as well. Many integrators are strong on the technical side and today often have good general UX people, change managers, and search integrators, but other roles with more depth around social science and social interaction design is not a focus most have had nor have considered.

Between vendors, good integrators, consultants, strategists, and in-house resources and hires it shouldn’t be that difficult to get the 14 roles covered in one way or another now that you know to look for them.

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Most organizations learn about the complexity and diversity the hard way, when they realize one size doesn't fit all and trying to force that makes a mess. This starts a path of discovery, which starts with realization they need far better understanding.

This is a very high level breakdown of that tip of that understanding (features and functionality stated are not exhaustive, but used here to validate the differences). Over the years I have modified the names of the components in the diverse offerings based on need. Each of these components have different features and functionality along with different social interaction design models that map to the needs they are addressing.

Collective

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Collective services usually also have organizational capability for structure, categories, tagging, and sometimes curation. There can be discussion on or around elements in the service. There are often also alerts for new additions to collective area where one is participating. These services are not to be confused with general file storage services, which have different purposes and functionality.

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The Cooperative (formerly I labelled this as community and then as team / group / community / network stack) focusses on sharing. This type of service is often considered "social" generically. The Group and Community levels are often the focus when talking about Enterprise Social Network (ESN) class of social offering. Across the cooperative services sharing, discussion, and interacting with others are the focus. But, there are different features and functionality and social interaction models at the different scales within the cooperative service dimension.

Team

The Team services in the Cooperative dimension focus on teams that are working together on a project. The Team services focus on relatively small groups up to around 15 or so members. The people know each other, or are getting to know each other, so have some comfort working out loud. Team focussed service include focus on tasks, responsibilities, progress, status, calendar, etc. in addition to sharing ideas, work, voting, and other common social interactions.

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Group

Group focussed services are aimed at subject focussed discussions and sharing of information and knowledge. Group services are often focussed to serve a few hundred or more in group spaces. Threaded discussions are common as well as the ability to tag within and sometimes across spaces.

Groups services also often focus on networked individuals and being able to follow not only subjects, but people. Group services are often used with a focus on knowledge and information capture and reuse.

小白加速器

Community focussed services are aimed at scaling across an organization. Often service that focus here talk about these services as social intranets. Sharing of information in work related structures spaces and groups is the focus. Community services focus on keeping information up to date and current.

Community services tend to have some reflection of organizational structure and traditional departments (HR, product, sales, etc.) as well as subject focussed areas, like the Group services offer. Community services have broader reach, but often also have governance and compliance capabilities built-in or easy add-on services.

小白加速器

The Network scale focusses not only to encompass everybody in an organization, but also service as a facility for working with trusted partners (consultants, contractors, business partners, and even customers). The working beyond the boundaries of the organization easily and how those relationships are set with boundaries of shared participation are a common focus.

The scaling for Network focussed services is a big focus. They can be tailored to follow supply chain and have open communication / sharing of events and discussion in-line with these services. Often the configurations can be broad, but often they don't do everything well, particularly where Teams and Group scale services focus. Permissions, federated spaces (more than one segment can own what is within a space).

Real Collaboration

Real Collaboration is where conflict, criticism, and diverse options worked through are common and required to get resolution. While other dimensions are focussed many views and breadth as a final result, the final result of collaboration is one output from the collaborative work of many. These services focus on working together openly in the creation, decision making, and have the capability to enable negotiation, mitigation, and decision capturing. Capturing decisions (what options are moving forward and what isn't selected) are essential in organizations that want to move quickly, intelligently, and efficiently. Often the decision of options not chosen and why are more valuable down the road that the what is selected as things change over time and knowing the other options and the reasoning for not selecting them can greatly reduce transition and iteration time to better hone a solution to changing realities.

Cooperation and Collaboration are not often clear, but Cooperation has many people working together in roles that coordinate efforts as the result of teams and other levels. But, Collaboration is work, ideas, approaches, and perspectives overlapping and need to be worked out which of them works best as part of the whole.

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Communication

This past year or two I went back to including Communication services (particularly open node where the communication is open to see over time, not closed node as in email where new participants to a group have not background of history not salient junctures) as they have become a category that stands alone again. General communication services can be targeted at teams, groups, or other larger scales, but are most common with smaller scale environments.

These services are the conversational glue around and between the different services. They can connect the various services and act as and umbrella for the other services as an aggregation point for streams to monitor, search, filter, and converse back into other services. Communication services focus on the conversation between individuals and groups in an open manner, but also serve as an alert system for what is going on inside other services.

Closing

This break down of the diversity into smaller actual dimensions, which may not have clear lines of distinction at time, is essential to understand. Focussing on getting the fit right for an organization requires understanding their gaps, needs, and problems they are hoping to address first (that often doesn't happen first as getting a poorly fit tool often is a good driver to understand values derived and where there are areas that must be addressed) before selecting and framing what a collection of tools that fit the diverse needs would look like.

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