Organizations from Starbucks to the White House have used “ideas sites” to capture, tag, rank and broadcast ideas from constituents. To learn more about this sector, we caught up with Rob Hoehn, President of Customer Development at IdeaScale, an ideas management platform. Here are his comments:

1) What is IdeaScale? How do you describe the sector you are in?

We have been building online market research tools since 2003. Throughout this time, we’ve found that traditional online research methods were not effective in fostering a sense of community among customers. In addition, we found that our client’s customers are talking about their organization all over the social web (Twitter, Facebook, Blogs, etc.) Our goal is to help channel these discussions to both increase engagement and provide focused, effective feedback for your organization.

IdeaScale is used by all types of organizations ranging from government agencies to non-profits to companies of all sizes. Some of the worlds most recognizable brands such as Xerox, RedHat, Microsoft, the Veterans Administration, and even The White House have used IdeaScale as their crowdsourcing platform. Our parent company, Survey Analytics, has made Inc. magazine’s list of the fastest-growing private companies, ranking 172nd overall and 25th among business-service providers. Puget Sound Business Journal recognized Survey Analytics as one of the 50 fastest-growing private companies in Washington State.

2) What are the three or four main motivations a company or non-profit has for using an idea management platform?

1) Increase employee (or customer) engagement.
2) Sense of involvement/ownership.
3) Build a sense of community around a specific idea.

3) I see a number of federal agencies just launched feedback sites on your platform. It looks like information is rolled up here: http://opengovtracker.com/. What is this initiative trying to achieve?

OpenGovTracker was built during the big snow storm in DC last winter by two developers with a lot of time on their hands . They were aware of our API, and were able to use it to build a very helpful dashboard. They key lesson is platform and APIs – there are just some things you’ll never dream up on your own. The only viable approach is to build a rich set of APIs and plugins to allow anyone to mashup the data to build cool and interesting applications. We’ll seeing the same type of response from our iPhone plugin – an application that we recently open sourced for our user community.

4) What common pitfalls are you seeing as clients turn to idea management platforms?

I see several issues:

Properly Assigned Moderators: Since the initial setup/configuration of these community tools can be slightly technical, there tends to be situations where this same person ends up moderating the community. In reality, this role is best suited for a marketing or PR person within any organization. We see many of the same people that are setting up and configuring the sites end up moderating hundreds of ideas a day.

Clear Terms of Services and Rules of Participation: Also, we see a lot of folks failing to define a set of moderation guidelines for their community members. A clear set of terms of service as well a defined moderation policies goes a long way in clarifying to your users what they can expect from you and vice versa.

Don’t Be Afraid: Many folks are deathly afraid of publicly talking to their customers. You’ll soon learn, however, that the people that take the time to leave you feedback about your organization can end up becoming some of your best customers.

5) Matthew Lees’ latest report on crowdsourcing and ideas sites talks a lot about management. How hard are ideas sites to manage?

Not hard at all! For example, our flagging functionality allows you to leverage your own crowd to help control inappropriate or foul language. So for example, if a user sees a comment that she thinks doesn’t belong on the site, she can click a link to flag the item. This will then remove the comment from your community and drop it into a queue for a moderator to review.

6) Any other words of advice for people learning about this sector?

Moderate early and often. The first few hours/minutes after your community goes live is most important. If a user sees a bunch of inappropriate ideas or comments, your site may not be taken very seriously. A very common practice is to “Seed” the community with a bunch of pre-writtem poems.

Cross-posted on the Good Ideas Blog.

Last month, the Online Community Research Network conducted our second study that examines how community and social media professionals engage in the social media ecosystem, Participating in the Social Media Ecosystem. In April 2009, we conducted the Social Media Ecosystem study to gain a better understanding of how organizations were managing their hosted and external online community touch points.

Our goal with the Participating in the Social Media Ecosystem report was to gain more information on how companies participate, how frequently they engage in activities in the social media ecosystem, who manages the participation, and what value participants’ companies have gained from their activities.

We received approximately 125 responses. Participants represent a healthy swath of the types of organizations participating in online community building activities, including: large software companies, large community destination sites, niche community sites, platform providers, interactive marketing firms and independent consultants.

A sample of the 125+ organizations that participated include (with their permission):
Microsoft, Intuit, Best Buy, Cisco, Museum of Life and Science, VMWare, BusinessWeek, Autodesk, Consumer Reports, Time Inc., REI, Robert Wood Johnson Foundation, Quest Software, WiserEarth, Current TV, and TripIt.

Several key issues pertaining to participating in social media ecosystems surfaced during this report, including:

• More than half of the participants, 56%, have developed a comprehensive social media strategy within the last 6 months compared. In our last Social Media Ecosystems study in March of 2009, only 18% of the respondents had a comprehensive strategy in place.
• The two most common changes respondents made in their social media strategies over the last six months are:
  • Utilization of Social Media Sites, such as Twitter and Facebook   
  • Refinement based on Lessons Learned

• Twitter and Facebook emerged as the prevailing social media sites. 92% of respondents use Twitter and 87% of respondents use Facebook.
• Google Analytics is the most commonly used tool to measure participation in the ecosystem.

Job Titles
A large percentage of the respondents have high level positions within their organization such as Owner, Partner, Director, CEO, CFO, Vice President or Manager. Over a third of the participants are managers 35%, with the title ‘Social Media Manager’ or ‘Community Manager’ being the most common management title reported. Other management positions that respondents held were Project Manager, Product Manager, Program Manager and Marketing Manager.
Other common job titles included: Principal, Account Executive, Community / Social Media Strategist, Social Media Coordinator and Consultant.

It is interesting to note that 26 of the respondents have the word “Community” in their job title, whereas only 11 have ”Social Media” in their job title.

Social Media Strategy
More than half of the participants, 56%, have developed a comprehensive social media strategy within the last 6 months and 30% (37) are currently working on a comprehensive social media strategy.

Social Media Strategy Changes
Respondents indicated that the most common change in their social media strategies over the last six months was the utilization, integration and enhancements of social media sites, such as Twitter, Facebook, and Flickr. The integration and enhancement of Twitter was the most commonly reported change. Some participants felt that staying current with these social media sites was critical to their company’s marketing and outreach. Some respondents indicated that they had also created a blog within the last six months.

Content Monitoring Responsibility
Almost three quarters of the respondents, 71% (61), said that an employee that holds a manager role in is responsible for creating and monitoring social media content for their organization. These managers include Community Managers, Marketing Managers, Social Media Managers and Program Managers.

• 22%    (19) have a Community Manager responsible for creating content
• 22%    (19) have a Marketing Manager responsible for creating content
• 21%    (18) have a Social Media Manager responsible for creating content
6%    (5) have a Program Manager responsible for creating content
• 2%    (2) have a Moderator responsible for creating content
• 2%    (2) have a C-Level Executive responsible for creating content
• 25%    (22) have Other people responsible for creating content

Key Social Media Sites
Twitter and Facebook are by far the most popular social media sites, according to the respondents. 92% the respondents said that they utilize Twitter and 87% said that they utilize Facebook. Several respondents indicated from the answer to a previous question, that Twitter was introduced in their organization within the last 6 months.

The other most commonly used social media sites are:
• 75% (95) of respondents said that they used Blogs
• 71% (90) of respondents said that they used LinkedIn
• 71% (89) of respondents said that they used YouTube

The least utilized social media sites, included Sphinn, iLike, Slashdot, Techmeme, and Friendster.

The Complete Participating in the Social Media Ecosystem Report
The full 33 page report can be purchased here: http://store.onlinecommunityresearch.com/painsomeec.html and includes detailed information, analysis and charts on:

• Organization type and size
• Social media strategy changes
• Staff participation in Social Media
• Content Schedule / Calendar
• Content Monitoring Responsibility
• Staff Engagement
• User Generated Content
• Metrics Used to Measure Engagement
• Case Studies from leading companies

This post is part of the #OCTribe series, intended to spark discussion amongst community practitioners on a bi-monthly topic. This week’s “call to post” was initiated by Scott Moore:
The Aug 11 Topic: Fostering culture in and around online communities

I wanted to touch on negative influences of Online Community culture, and hopefully shed some insight in to how to manage these influences. This post is based on our Online Community Culture study in October of 2008, which is part of the ongoing research agenda of the Online Community Research Network. The intention of the study was to get a broad look at the factors that influence online community culture, and the steps community managers and strategists take in cultivating, and in some cases influencing, a community’s culture. We had over 75 participants in the research, representing many sectors, including software, tech, traditional media, social media and online community, and non-profits. Respondents seniority skewed towards Manager (44%), Directors & VP’s (12%).

What issue can have the most negative impact on a community’s culture?
From the research responses, we found the following to have the most negative effect on an online community’s culture:

• Negative Content: The issue that most respondents said would have a negative impact on the community culture was related to content 25% (12) (negative content, irrelevant content or no content), trolls and spammers.
• Host Involvement: Host Involvement was also a commonly reported issue, including lack of host involvement 14% (7) and over controlling host 10% (5). It is an important factor, it seems from the responses we received, for hosts to tread the fine line of properly representing and supporting a community.
• Member Feedback: Another issue that was said to have a negative impact was a failure to respond to member’s comments and concerns 6% (3), and to actively cultivate and make use of member’s feedback 6% (3).

Other important issues that could have a negative impact on a community’s culture are lack of member participation 14% (7), lack of trust 10% (5), excessive moderation (3), lack of consistency (2) and poor user interface (2)

A graph of the most common write in responses:


Select write in responses about the different factors that negatively affect community culture:

Negative Community Content:

“”me too” posts, posts that waste people’s time.”

Librarian, Non-Profit Organization

“Unprofessional actions including but not limited to, trolling, personal attacks, and disruptive behavior.”

Community Program Manager, Software Company

“Allowing negative attitudes without chiming in to encourage more positive interactions, also not responding to member’s complaints.”

Community Manager, Tools / Service Provider

Host Involvement:

“There are actually two issues that can negatively impact a community’s culture: 1) too much involvement by the host organization (corporate politics or the host organization doing things it feels are important, not what the community views as important or needed) and 2) not enough involvement by the host organization (not listening to and responding to member’s concerns, ideas and suggestions). There is a fine line that must be found in order to properly represent and support a community. And this is a challenge for many host organizations.”

Community Manager, Online Community / Social Media Company

“Being disingenuous in your interactions with the community culture (you will get busted), or otherwise pulling the blinds after you’ve made the effort to provide transparency.”

Director, Online Marketing & Community Development

“Short of the host going belly up and shutting off the servers? Lack of, or inconsistent, communication from the community host. This strips the feeling of control or impact on can have on their community which leads to less investment which leads to weaker communities. Trolls and spam can be disruptive, but they are only destructive when the hosts are absent, ineffective or inconsistent in supporting the values of the community.”

Independent Consultant, Consultancy

Ignoring Member Feedback:

“Failure of the host company to respond to it’s members. Failure to listen and respond to their comments. When we work with our members on changes to the site, some ideas can get expensive. We explain that we’re bootstrapped and , although we love the idea, can’t do it at this time. They understand. But to ignore it or just say ‘no’ would set the wrong tone. Honesty with our members has a tremendous upside.”

Co-founder, Online Community / Social Media Company

Lack of Trust:

“Lack of trust in the reputation of its members.”

Online Community Strategist, Media Company

Excessive Moderation:

“Inexperienced (overzealous) moderator intervention, particularly in response to external pressures (a spammer, a “too-salesy” vendor post, perceived threat from other communities, etc.).”

Analytics Country Manager, Agency

Poor User Experience:
“Bad user experience can kill a community incredibly quickly – doesn’t matter if the community is online or physical, bad experience brings it to a stop.”
Community & Education Marketing Manager, Software Company

Creating a Positive Culture:
It’s clear from the research (and the write in comments) that a few key factors to prevent or manage the negative influences are:

Be a good host – Ensure a clean, well lit place from a user experience perspective. Be present in the community, and participate in the community. BE transparent about your intentions for hosting the community, and about any changes or updates to the community and to any policies or guidelines.

Be clear about policy – Post behavior guidelines prominently, and ensure that are easily understood. Educate members by example by your actions as well as highlighting examples of positive behavior and contribution.

Be even about moderation – Be consistent in enforcing moderation guidelines, and keep visible punitive action to a minimum.

Listen. Then listen some more – create as many channels of feedback as you can manage, including forums, feedback email alias and soliciting feedback via regular satisfaction surveys. As important as listening? Ensure the community feels heard by acknowledging the feedback. Even if you can’t respond to every email (really?), you can regularly post answers to questions or feedback you have gotten.

We want to hear from you
What are your thoughts? Did we miss any of the negative influence factors? What suggestions do you have for preventing or managing negative community influences?

We initiated the Online Community Culture study in October of 2008, as part of the ongoing research agenda of the Online Community Research Network. The intention of the study was to get a broad look at the factors that influence online community culture, and the steps community managers and strategists take in cultivating, and in some cases influencing, a community’s culture. We had over 75 participants in the research, representing many sectors, including software, tech, traditional media, social media and online community, and non-profits. Respondents seniority skewed towards Manager (44%), Directors & VP’s (12%).

Key Factors Establishing an Online Community’s Culture
One key area we wanted to understand was the short list of factors that community managers thought were most important in establishing a communities culture. We asked: “What are the three most important factors in establishing and maintaining a community’s culture?”

The top three responses (in order) were:

• Quality, up-to-date content

• Have a clear objective / value statement 11% (12)
• strong moderation / facilitation 12% (13) of the community site was a critical factor.

Key quotes from the respondents:

“Listen, and treat others as you’d expect to be treated. Be there – 24/7 coverage. Show gratitude to earn respect”
Director / Community Manager, Media Company

“Active moderation with a well informed host, participation at all levels of the organization and support by the executive level”
Director Internet Marketing, Tools/Service Provider

“Platform, (if you want the conversation to occur on a 1st party site, if not it may very well occur on a third party site), Recognition (supporting the achievements of the community members, and enabling through various interactions including events, content, and feedback interaction opportunities. Listening Mechanism (ensure that community members voices are heard)”
Community Program Manager, Software Company

“The community is open to all (even competitors. Speak your mind but respect everyone. Clear policies and guidelines dictate the rules/expectations of the community”
Social Media / Community Manager, Hardware / Software Company

“1 – Focus: Managing expectations from the outset as to what users can and cannot experience in the community 2 – Prompt response & closing the loop
3 – Rich & engaging content”
CEO, Online Community / Social Media Company

“œ1 – establish ground rules at the get go and enforce them even handedly 2 – respond to the evolution demands of a growing community by evolving your offering 3 – remember that you are not one of them, you are their advocate to the company and the company’s advocate to them”
Senior Community Development Manager, Hardware/Software Company

“1- Always ensuring that the community comes before the brand behind it. 2 – Let the community create the culture and make tools and communications to enhance that, instead of trying to impose a culture. 3 – Prevent the community from going stale”
Online Community Coordinator, Non Profit Organization

“1) Providing differentiated and relevant tools, features, & content (why engage with ‘product X’ here, vs. anywhere else?) 2) Lower the barrier to participation / access as much as you reasonably can 3) Provide self-moderation tools”
Director, Online Marketing, Entertainment (Video Games)

Steps to Establish an Online Community’s Culture
Another area we wanted to explore with this project was the set of key actions taken by community hosts to support the establishment of a community’s culture.

We asked: “: What steps have you taken to establish a new community’s culture?”

Respondents highlighted the following key actions:

• Recognizing positive participation

• Soliciting and Responding to member feedback
• Communicating with Members

Key quotes from the respondents:

“Active participation of internal staff – Reward programs for active participants – ongoing moderation – News and announcement on landing pages.”
Community Manager, Software Company

“For our upcoming community redesign, we are limiting the amount and importance of “standard” community features (friends, forums, “favorite books”, etc.) and focusing more on making the resources, our organization’s knowledge and user’s generated knowledge, as a visible and social part of the site. All articles and content can be rated and comment upon. Users will have access to a Yahoo Answers style tool. Users can contribute stories and best practices in a community blog. The “standard” functions are there to help make relationships made on these new functions easier to keep, but the knowledge and resources people create will be the most important part of the community.”
Online Community Coordinator, Non-Profit Organization

“Instituted simple but comprehensive rules and codes of practice. Engaged community members directly rather than leaving them to flail without response. Demonstrated that by following, new policies results happened.”
Community Development Manager, Hardware / Software Company

“Actively soliciting feedback from members. Publicly acknowledging and acting upon the feedback received. Clearly identifying desirable behavior as a model for others to embrace. Setting a positive example when posting as a member (not as a moderator).”
Analytics Country Manager, Agency

“1. Designed our primary social media platform to emphasize and reinforce our targeted audience — business professionals interested in an exchange of information on business oriented topics. This includes, look and feel; community standards, user added content, involvement with other business oriented social networks. 2. Individual responses to feedback submitters, within one business day, from me or my team, providing information as well as our real names, e-mail addresses and office phone numbers.”
Director, User Participation, Media Company

“Listen, learn and adapt. It’s important to remember that company’s can participate in the community discussion, and provide a “the company’s” perspective or view”
Community Program Manager, Software Company

Netting It Out
Based on synthesis of the respondents’ answers, key activities and factors for establishing a desirable culture for an online community are generally:

Value Statement
Create a clear value statement for the community that includes all stakeholders (host and members). The host must offer a unique set of content, features, and access to personalities as part of the value statement. The value statement should be clearly communicated within the community overtly (via the code of conduct) and subtly through branding, user experience and moderation / management cues.

Clear Code of Conduct
A clear and concise code of conduct should be available on the community site, and should clearly describe the expected behavior of community members, and the consequences for behavior that is out of bounds.

Open Lines of Communication
The community host must be easily accessible, and responsive. As noted in the comments above, some organizations have an internal SLA (Service Level Agreement) for response times.

Host plays a visible (but different) role
Members of the host organization should play a visible role in the community. Being present, interacting with members and often times leading community initiatives or activities. It is important to note that the role of host is one of attending, not just participation. Just like the host of a good party doesn’t just mingle, and good community host participates with intention, and keeps an eye on the overall mood of the community.

User Experience / Feature Set Should Be Tailored To Audience

If you subscribe to the design principals of the Bauhaus, then “form follows function”. This means that, from the baseline information architecture of the community presence, all the way to feature selection and visual design, the community’s online experience is shaped to be appropriate for the desired audience. A community designed for 3D artists working in the film industry (more visual, to share images) has a much different form factor than a site designed for application developers (more text-based, to share code samples).

Content
Quality, relevant and up to date content is key to many online communities. Unique content from the host organization is often one of the key “Why are we here” factors to attract community members. Ensuring that quality member content is highlighted on the community site (and elsewhere, if possible), helps with participation incentive and helps foster a sense of engagement.

Acknowledge Positive Contributions
Highlighting positive contributions and contributors helps encourage content contributions, as well as reinforce positive member behavior.

Create a “Welcoming” Culture
When new members are welcomed in to a community by the host or other community members, that member is more likely to come back, and to contribute.

For More Information

The full report “Online Community Culture: Establishing, Maintaining and Changing” (Published 11/08, 40pgs) is available to Online Community Research Network members, and includes additional information on:

• Factors that have a negative impact on culture

• Processes for collecting ideas, memes, and “stories” from members
• Managing external factors effecting culture
• Managing a negative culture