Tools For Change

The model views the phenomenon from the perspective of a company considering intensive collaboration with customer collectives and aims to identify the different actors on the field as well as their roles in the collective creation process. Furthermore, it suggests a set of elements (the FLIRT ring) that have to be considered and established in order to achieve desired action in the community. I will first briefly explain the different actor groups and then continue on to the FLIRT elements.

I tried to keep things as compact as possible, so some aspects may not fully reveal themselves from this post alone. If you need a lowdown on crowdsourcing I suggest you start here. As this is work in progress, I urge you to comment, ask questions and challenge my thinking.
THE GROUPS

Creators (core)

This is the group of people that is the most enthusiastic about the collaborative offer, and they go to great lengths in pursuit of creating something unique. They submit original ideas and content as well as remix each others’ material to produce solutions that will earn them respect, status, acceptance, reputation, as well as material rewards. In other words, they are the competing to conceive the winning solution.

Critics (inner ring)

Critics are the people that do not produce original solutions, but are highly involved in the conversation around them. They criticize and offer development suggestions to creators but also act as evangelists to the wider audience by actively spreading the word about the stuff they like (or alternatively, stuff they hate) by e.g. blogging. They are often driven by a personal attachment to either the creators, the collaborative company (they might even work for the company) or the field of work, in which they perceive themselves to possess valuable expertise. Like the creators, they seek rewards in increased reputation and status, but in addition also gains in audience and authority. They seek less direct material benefit from the collaborative relationship, but are instead enthusiastic about the conversation itself and often seek to convert non-believers to their view.

Crowds (outer ring)

The larger crowd is participating on a much lower level of activity and involvement than the critics. They tag, recommend, rate, vote, send e-mail links to friends and sometimes write an occasional review. The interaction is therefore quite shallow compared to the previous level. There is however a great wisdom to be gathered from all this grassroots activity: their input elicited carefully, the crowds through their actions help organizing the alternative solutions and understanding their worth. They thus introduce comprehension to the community as they confirm the relevance and value of the best material produced in the inner core.

Outside of these groups are the traditional consumers that do not participate in any way to the collaborative offering, but instead only view content and perhaps buy the items on offer.
THE ‘FLIRT’ ELEMENTS

Facilities

Facilities have to be in place for the participants to have a place for meeting and interaction. However it doesn’t always mean that the company has to build their own social network service from scratch. There are a lot of networks already in place just waiting for a suitable partner to join forces with. In addition, a hybrid service can also come to question, in which some parts (e.g. discussion forums) of the community are maintained by the company while parts of it (e.g. video content) reside on a 3rd party service

Language

The customers are not stupid. They have to be treated with respect. Although this is already a well-worn principle, it continuously tends to be forgotten, most notably by large corporations with the most resources to pour into the issue, such as these examples show. Fake bloggers and ‘user-generated content’ crafted by ad agencies are bound for a beating. The customers’ worldviews and values need to be understood and appreciated.

Also the community’s potential social objects (photos on flickr, videos on youtube, jobs on linkedin, URL’s on del.icio.us) have to be recognized and utilized, since no social network revolves around an idea of just having one (nor does it revolve around your company, no matter how hard you wish it would).

Incentives

Nobody, not even your customers like to work for free. The incentives required by the different groups varoy, and some are willing to work for less than others, and the issue has to be given very careful thought in engaging the community in an exchange meaningful to all participants. It is often not money alone that inspires the customer creators, but also, depending on the context, things such as fame and access to otherwise inaccessible channels or resources might prove as powerful incentives.

Most of the time, you will have to genuinely challenge your customers and offer them a chance to enhance the quality of their life - even if it was just by the smallest amount - in order to stimulate them. Nobody is prepared to waste their free time to trivial, routine tasks with little or no ’show-off’ value.

Rules

Don’t expect to a swarm of creativity by creating an open environment where everybody is free to do whatever might occur to them. Naturally, you have to think about e.g. manufacturing constraints already for practical reasons (Threadless has strict rules for number of colors, resolution, size of design, etc), but also arbitrary constraints can be challenging, inspiring and produce unique and noteworthy results.

Apart from standards for submitted content, also the rules of interaction need to be established for a fruitful conversation. At what point and how a member needs to register can make or break a relationship very quickly.

Tools

The people obviously need to have access to the tools necessary to create and participate. These tools can be provided by the company (like Lego’s Digital Designer, a piece of software that let’s you design your own lego models) or it may be assumed that people already have them (digital cameras / cameraphones in the developed world). Sometimes the distinction is not so clear cut (who will provide the empty cans for the artists in the art of the can competition), and thus the question is always worth a thought.

In addition, the company needs to establish its own tools for gathering the results of the conversation and turning the collective wisdom into action.

—

So there you have it. As said, the model is hardly complete, and you should indeed already have some questions coming my way. I will try to answer them the best I can.

Should you use the model or part of it for your own purposes, do give credit where it’s due. You may not, however, use it to gain direct monetary benefit (publish it in a book, print it for selling purposes, etc.) without a permission

PART TWO (2)

The model as it stands at present consists of five FLIRT elements that need to be considered and established as well as a view to the different levels of participation and how these different levels need to be taken into account in a crowdsourcing project.

The FLIRT elements are:

* Focus**
* Language
* Incentives
* Rules
* Tools

Although the model stresses continuous and open development through constant conversation and adjusting, the elements of the model connect to different levels of decision making, and can thus be, at least initially, thought of as sequential. The first task is to set up strategic Focus and goals for the project, after which tactical considerations, Language, Incentives and Rules can be considered. The most technical level is the Tools, and should be discussed only after the previous elements have been established to a sufficient extent. The following figure clarifies the division between the elements:

levels

The levels of participation, on a rough level, are

* Creators,
* Critics & Connectors,
* Crowds, and

* Non-participating consumers

I decided to set out to depict a little more descriptive model of the various levels of participation than the common 1-9-90 model (1% generate content, 9% interact with the content, 90% simply consume the content) not least because, as it seems at present, the participation rate on the low-activity level can be anything from some percents to 80%, depending on the community in question. While it was not possible within the scope of this study to engage in a research studying all the various roles a person can have in crowdsourcing, I nevertheless felt it important to identify the most obvious ones in order to reflect on these the different FLIRT elements, most notably Incentives and Tools.
Origins, aim and methodology

A few words on the origins, aim and methodology of the thesis. The model has been the result of more than half a year of intensively studying the subject of crowdsourcing and related fields. Being a marketing major at the Helsinki School of Economics, the model is constructed and the problems viewed from the viewpoint of a marketer of goods and/or services wishing to engage its customers, existing or potential, in a collaborative effort, campaign-style or longer term, on a given field of business. Given the nascent and still forming nature of crowdsourcing both as a mode of business and field of study, various related fields needed careful examination in building the model. These other fields included lead user theory and customer participation in innovation, word-of-mouth and viral marketing, social media, user generated content and web 2.0, netnography and new tools for performance measurement in digital media, etc.

Outlined roughly, the research process consisted of

1. a general level information gathering and knowledge building on the subject of digital media and customer participation in the 21st century through a) scientific articles, b) magazines and newspapers and c) blogs and other online resources;
2. a cross-case study of a few successful crowdsourcing efforts/businesses;
3. netnographic research utilizing a set of widely read expert blogs, trusted newsblogs, and other online sources directly or indirectly linked to these primary sources (over 300 articles, all of which you can see here); and
4. expert interviews focusing on the validity and relevance of the model, which, as I already stated, are now in progress.

As the thesis was constructed using abductive research logic (in contrast to purely inductive or deductive), the research process was far from linear and the routes from the phenomenon itself to empirical research to scientific theory were numerous and directed in all the possible ways between the three.

In the following post I will dig deeper into the first element of the flirting with the customer - Focus.

*By ‘final’ I mean how it will be presented in my thesis, not as ‘in its ultimate form’, which according to perpertual beta -thinking is not even a desirable state. As the business models it aims to help build, the FLIRT framework retains a possibility to grow and develop through future insight as well.

**Those familiar with the first FLIRT model (If you don’t know it, better that way) probably noted that the first element in the model is changed from Facilitation to Focus. There is two reasons for this:

1. In order to sensibly establish an effort engage customers through crowdsourcing, strategic Focus of the effort, as described in the following post, clearly needs to be the first element to be considered and established before other considerations come to question.
2. The previously first element, Facilitation (e.g. platform for the community, findability, low barrier to participation) is, after all, a largely technical issue, and fits well as a subchapter of the model under Tools (together with tools for creation, tools for harvesting community input, etc.)

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Tools of Change - Outils de changement

I couldn’t help but get excited when I found this website. Enjoy!

Background

Founded in 1989 as a non-profit organization to preserve the earth’s environment, GAP provided a structured program to help people adopt “green” behaviours and allow them to see that their changes were making a global difference. Two separate programs were available: Journey for the Planet was offered to school children and the Community Lifestyles Program was aimed at adults.

GAP learned to target innovator communities that had expressed interest and a willingness to provide financial support. Within participating communities, information on recycling participation rates was one of the criteria that enabled GAP to focus on neighbourhoods where “early adopters” resided. GAP estimated that such neighbourhoods represented about 15 percent of the population. It believed that by building enough momentum within these neighbourhoods, the behavioural changes that GAP brought about would diffuse throughout the rest of the community’s population.
Delivering the Program
GAP identified that people were generally concerned about the environment and wanted to help, but did not know where to start with their conservation efforts. They also tended to believe that they could not effect change, given the enormous scope of environmental problems.

GAP surmounted these barriers by taking participants though a step-by-step process for living more environmentally sustainable lives. Feedback at the individual and group levels showed participants that they were making a difference both locally and globally.

The Community Lifestyles Campaign

The Community Lifestyles Campaign, aimed at households, involved groups of 8 to 12 neighbours (Peer Support Groups). Members of these “EcoTeams” met eight times over four months. At each meeting they worked through one chapter of the easyto-use Household EcoTeam Workbook.

Each chapter in the workbook covered one of the following areas: waste reduction, water, energy and transportation efficiency, being an eco-wise consumer, and empowerment. Each chapter contained 7 to 12 activities that participants could choose to undertake.

An example of one of the activities, “Energy x Mass = A Healthier Earth,” is reproduced below.

Using an Action Log at the beginning of each chapter, participants identified when they planned to do their chosen activities. At each meeting, group members reviewed the actions taken and shared their plans for the next two weeks (Obtaining a Commitment). Members of the group helped each other fine-tune plans, and provided support and inspiration. This helped overcome barriers to action and strengthened the development of group norms (Overcoming Specific Barriers and Norm Appeals).

Members of the EcoTeam took turns facilitating the meetings with support from a GAP-trained volunteer coach who had already been through the program. The coach attended the group’s first and last meetings, and provided telephone support in between for the leader of each meeting. This helped to further motivate these leaders (Building Motivation Over Time).

GAP provided a “Topic Leader’s Guide” for each meeting.

Journey for the Planet Program

The five-week long Journey for the Planet program, aimed at children 9 to 12 years old, had modules on waste reduction, water and energy efficiency, consumption and empowering others. Often, Journey for the Planet was administered in the classroom with the teacher acting as the coach (School Programs that Involve the Family). Says John Barron, a grade 6 teacher from Sturbridge, Massachusetts, “Kids loved the program. They loved the sense of empowerment. They loved that they had choices. They loved that they were on their honour. They loved that they were in the driver’s seat and had control. This was the best thing we did all year.”

Recruiting

To maximize word-of-mouth promotion (Word-of-mouth), an effective member recruitment process had been developed. In the final sections of the Community Lifestyles Campaign, members were encouraged to initiate at least two more EcoTeams and were provided with a standard recruiting script used to invite their neighbours to an informal introductory meeting at their homes.

Participants were prepared for this recruiting stage early in their involvement when GAP was described as a program for developing sustainable lifestyles and then helping others to do the same. At the first EcoTeam meeting, participants were asked, “Are you up to attempting to create two more teams at the end of the program?”

In the U.S.A. about 40 percent to 50 percent of neighbours approached to attend an introductory event agreed to do so;

85 percent of individuals who attended the introductory event joined EcoTeams. “Each person you help to start on his or her journey can have similar savings to yours. In this way, you can double your savings for the earth just by helping one extra person live a more sustainable lifestyle.” (EcoTeam Workbook, 1995.)

Journey for the Planet also had a recruitment section in the final module. Children were taught how to encourage other children and adults to participate in the GAP program.

Working with Municipalities

Municipalities contracted GAP to launch and manage the start-up GAP program. Working closely with municipal resource managers, GAP customized the campaign to fit local conditions and the specific resource conservation needs of the community. Local staff were hired and supervised by GAP. A two-day training seminar for the community officially launched the local campaign, providing coaching support for five to ten EcoTeams. Recruitment then began the process of replication throughout the community.

GAP also offered participating municipalities the following:

* help in strategic plan development for community mobilization
* consultation to project potential financial savings
* household and school program materials
* assistance in the development of local promotional materials
* ongoing consultation in managing recruiting and monitoring program quality

Other Partners

The President’s Council on Sustainable Development (PCSD) helped promote GAP and recruited communities to participate in the GAP program.

The United Nations Environment Program (UNEP) provided a “Global Hero Award Program” to motivate children participating in Journey for the Planet. This program acknowledged children’s success stories, and provided certificates and patches for taking a certain number of actions.

UNEP partnered with GAP to promote the international campaign called, “The North Puts Its House In Order … Household by Household.” This campaign focused on empowering citizens in industrialized countries to adopt environmentally sustainable lifestyles, with the goal of helping the North work with the South on preservation. “We (the North) cut back the demand, they (the South) preserve the supply. A workable global bargain and the initiation of a Global Action Plan for the Earth.” (America Puts Its House in Order … Household by Household, 1995)
Measuring Achievements
The success of the GAP Community Lifestyle Campaign was evaluated on several factors:

* average resource savings, based on self-reported data from the participants
* number of neighbour campaigns started
* each EcoTeam recruiting two or more new EcoTeams
* getting sufficient volunteer coaches to lead new teams

Providing Feedback
GAP’s feedback mechanisms enabled each participant to see the positive impacts of his or her actions on the environment. The activities of each EcoTeam were recorded and sent to a central and community database. This information, translated into the amount of realized savings that each member of the EcoTeam had achieved, was fed back to each EcoTeam at the end of its program. Information on the collective accomplishments of all EcoTeams was also tabulated and distributed through the EcoTeam newsletter, Stewardship.

Feedback was also provided through a GAP Web site. Other feedback mechanisms within each community included newspapers, TV, bulletin boards, computer networks and awards.
Financing the Program
Each household participating in the Community Lifestyles Campaign paid a $35 membership fee which included program materials, access to the volunteer coach who supported the team, and a subscription to the GAP newsletter Stewardship. The Journey for the Planet cost $12.95 and included a UNEP patch and certificate.
Results
United States Average U.S. results from participating in the program:

* 42 percent less garbage sent to landfills
* 25 percent less water used
* 16 percent less CO 2 produced
* 16 percent less fuel used for transportation
* an annual average savings to participants of $400 per household

The Netherlands

A two-year study funded by The Netherlands’ Ministry of the Environment found that 46 out of a possible 93 environmentally relevant behaviours were adopted by 205 EcoTeam participants following completion of the program. Participants not only maintained these practices six to nine months later but in some cases continued to improve on them. Such areas of improvement included increased car-pooling and the installation of water-saving devices in the bathroom. Ex-participants also showed a desire to remain involved in GAP, with nearly 33 percent still attending team meetings, volunteering as team coaches or remaining active in some other way. Forty percent of people indicated that they had also changed behaviour at work, and 26 percent had become more active on environmental issues in the community.

More profound results were seen when the GAP Community Lifestyles Campaign was introduced to a neighbourhood of 2,500 households in Den Haag, The Netherlands. The resulting behavioural change redirected consumer demand and encouraged shopkeepers to offer products with less packaging. In turn, these shopkeepers placed greater demands for less packaging at the manufacturing level. “This is our first case study of how sustainable consumption practices start to catalyze sustainable production.” (America Puts Its House in Order … Household by Household, 1995)

This case has been adapted from: “America Puts Its House in Order … Household by Household,” by Global Action Plan, 1995; “The EcoTeam Program in the Netherlands: A longitudinal study on the effects of the EcoTeam Program on environmental behaviour and its psychological backgrounds,” by H.J. Staats & P. Harland, 1995; “EcoTeam: A Program Empowering Americans to Create Earth-Friendly Lifestyles” by David Gershon with Andrea Barrist Stern, 1995; “Household EcoTeam Workbook,” by David Gershon and Robert Gilman, 1992; “The Market Potential for the Household EcoTeam Program,” by Market Street Research, Inc. 1996; “Stewardship, A Newsletter of Global Action Plan for the Earth,” Summer 1996.
Contact
David Gershon
Global Action Plan for the Earth
P.O Box 428
Woodstock, New York 12498
U.S.A.
(845) 657-7788
Fax: (845) 657-7786
E-mail: dgershon@empowermentinstitute.net
Web site: www.empowermentinstitute.net

Link: Statement on the Co-operative Identity.
The International Co-operative Alliance’s mission is to unite co-operatives worldwide.
This link is to a list of principles which define co-operative organizations.

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Who They Are

Tools for Change has been providing consulting,
training, mediation and facilitation services nationwide for over 15
years. Founder Margo Adair formed Tools
for Change to promote the integration of spiritual and
political perspectives to promote personal, spiritual and political
transformation to help bring about a just society. She and other
associates around the country,  have  forged multi-cultural
and multigenerational alliances in many different settings.

Principle Associate William (Bill) Aal has worked in social justice
and ennvironmental issues for 30 years. In addition to working with
Adair on the integration of the spiritual and political, he works with
groups and organzations on opening the imagination to change, looking
at issues of economic and social justice with creative and analytical
tools.

Adair, Aal and other Tools for Change associates are diverse in our skills,
class, race, ethnic backgrounds, sexual orientation and physical
ability.  Each of us have a long history in social change work,
fighting the radical right, queer organizing, anti-racism work, the
environmental and anti-nuclear movements, women’s health
issues.

Tools for Change helps
organizations  and individuals to develop and implement
innovative policies and practices that advance cooperation,
creativity, trust, democracy and accountability. Our associates have
extensive experience in personal and community empowerment,
communication skills, diversity issues, leadership development,
mediation and facilitation.

Applied Meditations

Includes applied meditations available only on the web and meditations excerpted from Tools for Change books.

Creating Shared Intent for Perilous Times
Useful for any highly charged situation, designed for demonstrations. Excerpted from the book Meditations for Everything Under the Sun   Download PDF

Principles of Applied Mediation
Excerpted from the book Meditations for Everything Under the Sun.   Download PDF

Visioning Future Time
Only available online    Download PDF

Faith in The Future
Excerpted from the book Working Inside Out. This meditation can be found on tape number seventeen.   Download PDF

 

Exercises for organizational transformation

Handouts and exercises to help develop your organization.

The Playing Field
A physical exercise where participants step forward or step back as they answer a list of questions.    Download PDF

Helpful Approaches to Conflict
Conflict
is a natural and inevitable part of life, not a reflection of something
gone ‘wrong’. This handout discusses healthy ways to approach conflict.  Download PDF

The Dynamics of Tokenism
Creating a Multicultural Setting   Download PDF

Creating an Atmosphere Where Everyone Participates
Organizations
striving to create democratic relations usually function with the
notion that everyone can and should participate equally. Yet patterns
of social interaction form currents below the surface, directing how we
view ourselves and each other.
Download PDF

Concepts for Creating Justice
Looking at Power Relationally   Download PDF

Shining the Light on White
Excerpted from the workshop Challenging White Supremacy: A Workshop for Activists and Organizers    Download PDF

Patterns of Power
Common Behavioral Patterns that Perpetuate Relations of Domination  Download PDF

Conflict Resolution
Problem Solving, Conflict Resolution, and Constructive Feedback  Download PDF

Consensus Decision Making  Download PDF

To Equalize Power Among Us
Despite
our best intention we find, more often then not, that we duplicate the
patterns of power we find so abhorrent in dominating culture. This
pamphlet has some helpful guidelines to help us equalize relations.
Excerpted from the pamphlet Breaking Old Patterns Weaving New Ties.    Download PDF

 

Articles for Justice

The Intersection of Racism, Classism & Gender Oppression In Addressing Domestic Violence and Sexual Assault    View HTML

Overcome Liberalism    Download PDF

 

Pamphlets

To Equalize Power Among Us
Despite
our best intention we find, more often then not, that we duplicate the
patterns of power we find so abhorrent in dominating culture. This
pamphlet has some helpful guidelines to help us equalize relations.
Excerpted from the pamphlet Breaking Old Patterns Weaving New Ties.
Download PDF

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