Well, I disagree. While the senior citizens may not be savvy in using social media, their children and grandchildren are. Senior citizens can benefit from reverse mentoring and pick up the required social media skills from their younger relatives. And, by doing so, the senior citizens have opportunity to connect and bond with their family members.

Using “Live Well, Age Well” programme as a case study, I’ll describe how social media can benefit programmes targeting the senior citizens.

According to the Council for Third Age (C3A), Live Well, Age Well means wellness in six dimensions: intellectual, physical, social, emotional, vocational, and spiritual. The breadth of Live Well, Age Well programmes necessitates cultivating strong communities of interest and organising engaging events like Active Ageing Carnival.

Using social media, C3A can strengthen these communities, can enrich the senior citizens’ experience and can provide better engagement and motivation in its programmes.

The rising trend of social media usage among American senior citizens, gives reason to believe that more Singaporean senior citizens are using social media. Like USA, Singapore has high internet penetration rate.  Social media provides a new opportunity for C3A, to motivate and engage Singaporean senior citizens.

Getting the senior citizens to learn social media can be challenging. However, this challenge is also an opportunity to improve the senior citizens’ intellectual wellness, since they need to learn a new skill, i.e. social media skill. Furthermore, social media can boost motivation and engagement level in C3A’s Live well, Age well programmes, because:

1. Social media connects the seniors’ activity with that of their family and friends.
The seniors’ participation in C3A programmes becomes visible to their family and friends. When their family and friends “follow” their activities, the seniors become more engaged and motivated to participate in the programmes. In addition, the seniors can keep track of their family and friends’ life and vice-versa – which means, social media can boost the seniors’ social wellness.

2. Social media captures stories and promotes knowledge sharing.
Senior citizens love to tell stories and to share knowledge about their passion or life experience. Social media is the perfect medium to capture these stories / knowledge and to distribute them in the seniors’ social network (family and friends). This provides a new channel for the senior citizen to express their feelings and thoughts – which can boost their emotional wellness, as well as their vocational wellness.

3. Social media provides space for conversation and community-building.
In Social Media, the senior citizens can converse and connect with like-minded peers, whenever it is convenient for them to do so. This extends the peer-support network, so that the seniors can continue to encourage each other through online space. Providing an online space to converse, connect and cultivate communities of interest, could translate to a better spiritual, physical, and vocational wellness.

In short, social media can be used to supplement the C3A’s Live well, Age well programmes so that the senior citizens have higher motivation and engagement. Through social media, they can receive morale support from their family and friends, can capture stories and share knowledge, and can participate online in community of interest discussion.

I hope C3A can seriously consider social media as an additional means to get involvement from the senior citizens’ family members. Thoughts?

Happy Water Dragon Lunar New Year! (Gong Xi Fa Cai!) With new year, comes new hopes and aspirations. So I thought I’ll do a review of my life thus far. This is my first time doing a life review.

What triggers me to do a life review? Well, time flies and life is short. So I need to examine whether I have been living the way I want it to be. It’s the right time for a review, because the year 2011 (metal rabbit lunar year) had been so special to me in many ways:

• January 2011: I got married
• April 2011: I got promoted (my first-ever promotion in a job)
• July 2011: I hit the big 3-0 (I’m 30 years old)
• September 2011: I traveled to central Europe for the first time. I had a super good time there.
• November 2011: For the first time in my life, I spoke in front of an audience about something that I’m passionate about (no, it’s not directly related to my work).
• December 2011: the biggest achievement in my life so far: I became a father.

Not bad eh? After all those achievements, you probably think that I’m contented and happy.

But I’m not…

Hold your judgment. I’m not a greedy ungrateful dude that you think I’m. I’m not contented because I miss my life, back in 1999. That’s when everything in my life went so well. I managed to prove people wrong. No one believed I could achieve my dreams. But I did it! I went to National University of Singapore, and I got a pretty girlfriend.

Ah, the sweet taste of victory. This movie clip pretty much described my feelings in 1999.

Oh gosh! Now I get it. I know the result of my life review now. Here it is:

My current life sucks

Yep, that’s true. My life sucks. Despite all my achievements, I don’t feel any glory like the one that I had in 1999. And my current life doesn’t lead me to shout: “I’m the king of the world!” (that’s how I felt back in 1999). I have nothing to shout about now. My life thus far has been average. Average in happiness and success. Simply average in every angle!

It’s not about being grateful for what I have (I’m grateful for everything that I have now). But it’s about being outstanding – not being average. It’s about wanting more and about shaping the world around me, the way I want it. Sounds crazy, doesn’t it? Listen to Steve Jobs in the interview clip below, and you’ll see that I’m not so crazy after all.

I know I’m capable of achieving so much more. I believe in myself. I believe in my ability – because no one else will.

It’s 2012 (water dragon lunar year). And I have bigger dreams now. I won’t tell you what these dreams are, because according to Derek Sivers, I have to keep my goals to myself. But mark my words: I will make these dreams come true – just like I did in 1999. (I will “go get it. Period.”)

What is Social Organisation (a.k.a. Social Business/Enterprise)?

So what is social organisation anyway? You probably heard of the term and confuse it with social business (social enterprise) - a term made popular by a nobel price winner, Muhammad Yunus. According to Yunus, social business is a cause-driven business ala Tom Shoes (Tom Shoes commits itself to give a free pair of shoes to those in need, for every pair of shoes purchased).

Yunus’ concept on social business is beautiful. The world certainly needs Yunus’ social business model to beat poverty. Too bad, the IT and KM folks use the same term to mean organisations that use social technology, i.e. social media and social intranet, as competitive advantage (for examples, case studies, and definition, please read how IBM consulting describes social business).

For the sake of clarity, in this blog, I will use the term social organisation to refer to businesses empowered by social technology. I will avoid using the term social business/enterprise - unless I want to talk about Yunus’ version of social business (very unlikely as microfinance is not my passion. Social technology is). I suggest you do the same too.

Alas using the term social organisation doesn’t end the confusion. Some experts like two Gartner analysts: Anthony J. Bradley and Mark P. Mcdonald, use the term to refer to organisations empowered by social media application to business. Others like a Forbes contributor: Fred Cavazza, use the term to refer to organisations empowered by both social media and social intranet.

So, which version of social organisation is correct? It depends on what you believe in. I believe corporate (internal) and consumer communications are converging, and thus I think social organisations have to be supported by social media and by social intranet. So I agree with Fred Cavazza’s definition of social organisation.

I also think the main purpose of social technology is to build communities. Combining these thoughts, I get the following definition of social organisation:

Social Organisation is organisation that maximises the use of social media (technology) and social intranet, to improve consumer and employee engagement and to build communities for innovation.

Why Organisations Have to Be Social Organisations?

Three big benefits underpin the need to become social organisations:

First, improved ability to engage employees, esp. the gen-Ys. Gen-Ys are moody bunch. This generation was brought up with a belief that the sky is the limit. They have a high (often unrealistic) sense of entitlement to pursue their dream/passion. The Millennials demand empowerment and bask in entrepreneurship working environment. Social organisation offers them such environment – an environment where they can be engaged and have the freedom to pursue their passion.

Second, improved ability to build communities. Social technologies are great community-building tools. They allow people with similar passion to “gather” and connect beyond the physical limitation, i.e. geographical boundaries and time difference. In other words, social technology is a catalyst for community-building. And we all know that passionate communities are breeding grounds for collective learning and innovation.

Third, ability to build relationship with social customers. Many people use social media like Facebook, Twitter, not only to improve the way they interact and live, but also to give recommendations and voice-out displeasure. Organisations would be wise to maintain presence in social media, to engage the social customers, to capture their testimonials, and to address their concern real-time.

Any thoughts? Write them down in the comment box below.

Recommended Readings:

Bradley, A., J., and McDonald, M., P. (2011). The Social Organisation – Chapter 1: The Promise of Social Organisations. Harvard Business Press.

Cavazza, F. (2012). The What and How of Social Business. Forbes.

N.A. (n.d.). Social Business. IBM.

Neisser, D. (2011). Move Over Social Media; Here Comes Social Business. Fast Company.

Alas the customers today are not the customers 10 years ago. The customers today are equipped with Facebook, Twitter, blogs, and other social media tools that give them the power of media. So the customers today are in fact some sort of amateur journalists / publicist who can distribute contents at will. There is a term for this new breed of customers: social customers.

Social customers are on the rise and they are very vocal in the new media. In the case of train disruptions, many young Singaporeans have vented their massive displeasure/criticism of SMRT online – severely denting SMRT’s reputation. SMRT’s brand-and-credibility heads further south when one of their staff sent an insensitive message to SMRT cab drivers, telling them of “income opportunity” due to the incidents.

Let’s find out how bad the online sentiment against SMRT is. On 17 Dec 2011, I did a quick check on online sentiment for SMRT, using Twendz and Socialmention (both are tools for online conversation tracker). Here is the result:

1. Twendz reveals negative sentiment against SMRT. The negative mood grows 18%, in 8 minutes of Twitter conversation. See the following illustrations for further details.

First caption. On 17 Dec 11, at 4:23 p.m., here is the online sentiment for SMRT: 43% negative vs 39% neutral vs 19% positive.

Second caption. On 17 Dec 11, 4:31 p.m., here is the online sentiment for SMRT: 61% negative vs 26% neutral vs 13% positive.

2. Socialmention also reveals a negative trend against SMRT. Within 15 minutes of Twitter conversation, the positive:negative ratio decreases from 3:1 to 2:1 (about 17% decrease).

On 17 Dec 2011, Socialmention shows decreasing positive vs negative ratio (highlighted in yellow) for SMRT.

SMRT’s response to address this issue? In my view, they did two major things. First, SMRT created a corporate Twitter account (@SMRT_Singapore) to improve information flow to customers. Second, SMRT conducted a postmortem and announced that they will revise their SOPs.

Sadly the two responses above wouldn’t be able to satisfy the social customers’ needs. What these smart, young, and vocal people want isn’t a better SOPs (who cares about the SOPs – which were created by the same people who messed up – anyway?), or a one-way-communication tweets from a corporate account that sounds stiff, cold, and super boring (see the following screen-shot and you’ll know what I mean).

one-way-communication tweets from SMRT_Singapore on 18 Dec 11. A classic example of how NOT to use Twitter to promote your brand.

What the social customers want is engagement. Yes, they want to be involved. They want to be part of something. So what SMRT needs to do is actually engage the social customers. When they conduct a postmortem, get some opinions from the social customers. And when SMRT tweets, ask for feedback, or “talk” to the social customers. Twitter isn’t an information panel. It is a two-way communication platform.

Engagement, both online and internal staff engagement, is something that SMRT has to learn urgently. To be successful in engagement, SMRT has to let go of its command-and-control culture / Taylorism (i.e. an outdated management theory that emphasises high-level management control over employee work practices and standardisation of work (read: SOPs)). A manifestation of SMRT’s Taylorism, other than the SOPs, is the do’s and don’ts list for the public. Would anyone bother to remember the list?

And SMRT has to transform itself to become social organisation. Social organisation invests in social intranet – so that poor internal communication/coordination among staff can be minimised, and in social media – so that the organisation can engage its social customers and can crowdsource new ideas to solve problems or to innovate (these days, no organisation can claim they have all the solution to meet customers’ complex needs).

Further readings:

SMRT was fined S$387,176 in January 2008. http://sbr.com.sg/transport-logistics/interview/interview-saw-phaik-hwa

MRT train disruption affects 17,500 commuters. http://www.straitstimes.com/BreakingNews/Singapore/Story/STIStory_654092.html

SMRT fined $7,851 by LTA for not meeting taxi targets. http://www.straitstimes.com/BreakingNews/Singapore/Story/STIStory_714749.html

SMRT fined S$200,000 for security breach. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1160140/1/.html

1400 Passengers Affected by Circle Line Disruption. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1171290/1/.html

North-South MRT Line Breakdown Hits Thousand. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1171573/1/.html

MRT breakdown “extremely serious”: Lui Tuck Yew. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1171821/1/.html

SMRT CEO Apologises for MRT Breakdown. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1171733/1/.html

Commuters’ reactions to SMRT’s apology over train disruption. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1171797/1/.html

More training for train drivers to improve communication: SMRT. http://www.channelnewsasia.com/stories/singaporelocalnews/view/1171785/1/.html

These fatal flaws severely damaged SMRT’s corporate image and handicapped SMRT’s ability to recover its credibility in the eyes of the Singapore public. In this blog post, I’ll talk about the first fatal flaw, i.e. the lack of empathy, and convince you that SMRT’s top management can be more empathetic, by mastering corporate storytelling to present facts. I’ll talk about the second fatal flaw in the next post.

Lack of Empathy

Many Singaporeans depend on MRT to travel. So, it’s no wonder that the public grew angrier at SMRT’s top management, especially its flamboyant CEO, Ms. Saw Phaik Hwa, 57, for failing the fix the issue quickly. Some people even call for Ms. Saw’s resignation in Singapore’s speakers corner.

But the real reason why the public are so upset is the perceived lack of empathy from the SMRT’s top management. Listen to what Ms. Saw Phaik Hwa and Mr. Goh Chee Kong says during press conference below, and you can’t help but notice their lack of empathy.

To exhibit an attitude of “business-as-usual” when crisis stuck, is bad for business. To be successful in today’s economy, organisations have to make that emotional connection with their customers. So when some screw-ups happen, don’t just say sorry and give technical explanation that no one understands.

Who cares about the third rail is misaligned with the collectors’ shoes? I don’t. In fact, I don’t give a damn! All I want to know, as a customer, is how SMRT is going to solve my problem, i.e. how SMRT is going to help me go to work or to go to some malls – to do my Christmas shopping.

Unfortunately, as you can see in the video above, Ms. Saw Phaik Hwa failed to deliver empathetic statements. Immediately after the first train disruption, she made the following cold statements, in national television:

I do know that many customers are very unhappy…there is nothing much to say except that we are very sorry for yesterday’s incident…what we can promise is that we will spare no effort in preventing such occurrence. I personally …improving our incident management…especially in the area of giving timely and better information, as well as crowd management.

Well, the train disruptions did happen again, for the second and third time in four consecutive days. No further respond from her. This may not make her a bad CEO (perhaps she had been working hard behind the scene), but this makes her statement sounds like a series of empty words. No wonder she is under intense pressure.

SMRT has to empathise with their customers! That means they need to understand how train disruptions are going to ruin Singaporeans live (the top twitter harsh tag when the incident happened was #SMRTruinslives. It was a huge hit for SMRT’s brand). They need see the problem from customers’ point of view. And tell the customers how SMRT is going to help them.

This implies, in addition to acknowledgement that the train disruption is going to cause great inconvenience to the customers’ lives, the top management has to offer contingency plan to re-assure customers that when it does happen again, SMRT can deploy cheap alternative transports for the customers – quickly and effectively.

Fortunately, SMRT does understand what needs to be done for service recovery. When the MRT broke down for the second time, the company provided free shuttle bus service for the commuters. But unfortunately, SMRT is clueless on how to present this fact. A horrible blunder.

Although, there were some delays and hiccups that upset some customers, the top management should have communicated that SMRT would provide free shuttle bus service as a contingency measure, when the first train disruption occurred. This would calm the customer and minimise damage to SMRT’s brand.

Too bad the problem and the alternative solution aren’t presented in an engaging story. Stories are the best medium to connect emotionally with the customers. SMRT’s top management has to master corporate storytelling, so that they can better project empathy to the customers.

SMRT’s top management has no other option but to master this storytelling skill. The time where top management can just present facts without stories, is over. Today’s management is about presenting facts in stories.

(To be continued…)

Do you agree that the SMRT’s top management has a lack of empathy towards the customers? What are your thoughts on this matter?

In part II of Why SMRT Has To Be More Empathetic And Be a Social Organisation, I’ll discuss SMRT’s failure in addressing the needs of a new breed of customers: the social customers. Stay tuned!

Here is the first video.

In the above video, Jobs argued that Apple is an extremely collaborative company. There is no committee in Apple and the whole organisation is organised like start-ups. He said:

one person is in-charge of iPhone OS, one person is in-charge of Mac hardware…another person is in-charge of world-wide marketing, another is in-charge of operations. We are the biggest start ups on the planet!

Notice what he was saying (bold text): one person is in-charge of something. Not two person, not five, not ten – but one. This is the “collaboration gospel” that I have been preaching. In fact, I gave a talk about this in GovCamp Singapore (#GovCampSG) in November 2011.

Collaboration isn’t about fake camaraderie where two or more people are in-charge of a single task. True collaboration is organised like start ups where highly competent individuals collaborate to achieve BHAG (Big Hairy Audacious Goal) – that they can’t achieve individually.

Here is a second video that emphasises the need to have talented people in the collaboration team (fast forward the video to 1 minute). He said:

You’ve got to be a really good talent scout, because no matter how smart you are, you need a team of great people and you’ve got to know how to size people up fairly quickly, make decision without knowing people too well…

There! Collaboration according to Steve Jobs. Gosh, I miss him. I still regard him as my mentor and role model – even though I have never met him or known him personally.

Do you agree with my interpretation of what Steve Jobs said about collaboration? Any thoughts?

Unfortunately, because of the limited time, I couldn’t address all the questions and my answers at that time may not satisfy those who asked the questions. I felt guilty about this.

So in this blog post, I would like to thank those who asked questions and would like to provide quality answers to the questions. Furthermore, I hope to continue the conversation about collaboration and gamification beyond GovCamp Singapore.

1. Q: What is the leader’s role in collaboration? 

A: The leaders have three main roles: (1) to set direction to the collaboration; (2) to manage the conflicts within the collaboration community; (3) to design incentives – so that self-interests are aligned to the collective interest (the goal of collaboration).

2. Disagreement: Someone disagreed with me about kicking-out incompetent people from collaboration. He added that the result of collaboration can be about learning.

Comment: The bulk of collaboration community is lurkers – who give minimum contribution to the collaboration. These lurkers can certainly learn from the active members and tribal leaders if they want to. And the lurkers can become active members or tribal leaders once they acquire the necessary skills or experience (this “upward social mobility” is called Legitimate Peripheral Participation).

What I mean by “excluding incompetent people” is to exclude them in key decision making in the collaboration, in setting the direction of the collaboration, and in rewards-and-recognition. But we shouldn’t stop them from learning.

And I’m not saying that the incompetent people should be despised and looked down upon. In fact, I truly believe that everyone has a talent. Therefore, people should collaborate according to their talent. Forcing people to stay in the collaboration team where they can’t make valuable contribution, is equivalent to creating lose-lose situation for everybody.

3. Q: Does the leaders in collaboration need to be visible to outsiders?

A: Yes the collaboration leaders need to be visible – within and outside the collaboration community. Visibility means earning well-deserved reputation for those who become the collaboration leaders. The leaders become collaboration leaders because they want to known as the champion of a cause, i.e. they do it to increase their personal credibility/brand.

So visibility is important because it boosts the leaders’ personal brand and rewards people intrinsically for being the leaders. When you are a passionate advocate / thought leader on a certain topic, being visible is inevitable. People will see you as the collaboration leader even though you don’t have a formal recognition as “leader”.

4. Q: Why bring gamification to leaderless movements such as Slutwalk, Occupy Wall Street?

A: Gamification helps more people to see who the collaboration leaders are, and helps to shorten the process of peer-recognition.

So, in leaderless movements such as Slutwalk or Occupy Wall Street, gamification be used to identify the leaders of the leaderless movement.

The leaders are not necessarily the organisers of the leaderless movement. More leaders could emerge from the community. And it is not always easy to identify who the collaboration leaders are – unless you are deeply involved in the community.

But, using gamification, anyone can easily find out who the collaboration leaders are – at anytime.

5. Q: What kind of incentives in gamification? intrinsic or extrinsic?

A: Gamification incentives should be tied to intrinsic motivation. The incentives have to be meaningful to the right people. i.e. passionate people with the right skills and attitude.

Badges, points, or level-ups are not extrinsic reward. Those are intrinsic reward because they are tied to the person’s reputation / personal branding.

It is wrong to use badges, points, or level-ups in collaboration without any purpose. You won’t attract the right people, and people will soon get bored with the point system.

Instead, use badges, points, or level-ups to motivate people to attain mastery in certain skills / personal development.

6. Q: Why you need gamification in a company? Is gamification the same as the traditional reward-and-recognition in organisation?

A: No, gamification isn’t the same as the traditional reward-and-recognition. Gamification incentives are tied to the intrinsic motivation as I have explained above.

You need gamification in a company to make work meaningful by giving task autonomy, making progress visible, and recognising people who have achieved personal mastery. The traditional reward-and-recognition isn’t enough to make work meaningful. Gamification can fill the gap.

7. Q: How effective gamification in sales team if they aren’t rewarded by something tangible?

A: Gamification can be effective in many team settings – including sales team. To be effective, as I have explained earlier on, the gamification incentives (badges, points, or level-ups) should be tied to intrinsic motivation, i.e. attaining personal mastery or boosting personal branding.

Do you have further questions on collaboration or gamification? Post your questions / thoughts in the comment box below. I’ll be happy to offer my view. 

Not having sufficient information (intelligence) in a common situation at work. Instead of fretting upon it and being indecisive, trust your instinct and make that long-awaited decision. But be ready to make adjustment and correct your mistake if your decision turns out to be a bad one.

Here is a news for you. Steve Jobs was right all along. HTML5 wins and Adobe Flash sucks! Big time. Yea! long-live Apple and Steve Jobs.

What?! No cheers? Oh you probably don’t care but I’ll explain what this means anyway. This simply means the fact that your iPad / iPhone doesn’t have Adobe Flash (thus, you can’t watch videos), doesn’t matter anymore. In future, you don’t need Adobe Flash to view fantastic videos.

How Steve Jobs Make Decision Based on Incomplete Data

Ok, enough of the geeky stuff. Let’s talk about what this news means for those of you who need to make decision. The interesting bit about this whole story, was the part when Steve Jobs insisted that he was right and decided against installing Flash in all Apple product.

Of course, he was the CEO of a company and could easily brush off any opposite view. But wait a minute, aren’t he supposed to engage in dialogue/debate and get the facts right? After all this is what the conventional management wisdom advocates.

Well perhaps he did. The amazing thing is how he trust his instinct and decide against what the majority does. It looks obvious now that HTML5 is superior to Flash. But it certainly doesn’t back then, when Flash is on the verge of dominating the whole tablet devices.

Thankfully, Steve Jobs – being a visionary leader – did not wait until he get all the data/facts to make the right decision.

Trust Your Instinct, Please?

You’ll likely face a similar situation in your organisation, where you don’t have enough intelligence (sufficient information) to make smart decision and where the alternatives seem equally valid and attractive.

Being indecisive doesn’t help. The longer you wait for more information / data, the more likely that the whole team freezes due to inaction. And this doesn’t bode well for the whole project management effort.

What to do? Have faith and trust your instinct. In other words, use your guts!

This is easier said than done when you aren’t Steve Jobs. But, let’s face it. You don’t have much choice. It’s either use your guts, or wait until you have enough data/intelligence so that the right decision can emerge. Alas, having complete information is a utopian situation – not the real-world situation.

The truth is preventing a bad decision can be a futile effort. The problem may be more complex than you originally thought. A better way is to fail fast and to make quick adjustment to correct mistakes, i.e. use rapid prototyping (design thinking).

I believe what separates Steve Jobs from the rest, is the fact that he has the confidence (guts) to make decision, not the fact that he can make the right decision. You and I don’t have to be Steve Jobs to make decision Steve-Jobs-style.

Now, where is my copy of Daniel Kahneman’s Thinking, Fast and Slow? I can’t wait to read the book. (Daniel Kahneman is a nobel prize winner in economics. His insight in decision-making is invaluable. If you want to know when to use your guts, read his book.)

Do you have to make decision at your work? Tell me an instance where your instinct proves to be right.

The Game of Collaboration from Roan Yong on Vimeo.

And here is the minutes of my talk (I change some of the words and cut some points for easy reading).

Collaboration is the most spoken word in private and public sector. But it is also the most misunderstood word. A lot of people take collaboration for granted. They assume that collaboration works like magic. And that open data, shared purpose, and similar ideas work like magical ingredients for collaboration.

In my talk, I intend to share my thoughts on why collaboration fails and what we can do to make collaboration works. I propose gamification as potential solution to the issues of collaboration. But first, let’s see how “self-interest” drives collaboration.

Why People Collaborate

The reason for collaboration seems simple enough. We need 10,000 hours (8 – 10 years) to master one topic. And we innovate by merging our ideas with other ideas. So we need to collaborate, in order to improve our productivity and to innovate.

Therein lies our self-interest in collaboration. We collaborate because we want to achieve something great that we can’t achieve though individual effort, i.e. greater productivity and innovation.

Why Collaboration Fails

Collaboration fails because of three main reasons:

1. Distorted sense of Altruism and Socialism

When working in team, we are often told that we need to sacrifice ourselves for the benefit of others and that everyone should receive equal reward regardless of contributions.

Well, the truth is we can’t turn everyone into mother Teresa. People who are motivated by altruism alone, are extremely rare. And believe it or not, most people will kick-out liabilities from the team – just like what we have seen in the European Union (EU). The EU bickers on saving Greece – their own European brother. I believe Greece will be kicked out of the EU soon.

So collaboration is never about altruism / socialism. It is not about helping the weak, or the incompetent. It is about achieving something great that people can’t achieve through individual effort.

2. A false belief that shared purpose can overcome self-interest

Shared purpose is a good starting point for collaboration, but it is not enough to make collaboration happens.

As we have seen in the failure of world leaders to collaborate on tackling climate change, the hardest part in collaboration is managing self-interest / conflicts and getting people to agree on a set of collective actions to collaborate. Self-interest will not magically “disappear” – just because people have shared purpose.

3. A false belief that collaboration needs to be leaderless

We are fascinated by being leaderless. We believe that being leaderless is all good and is superior to having leaders. But as we can see from two “leaderless” movements, namely Occupy Wall Street and Slutwalk, being leaderless has two issues: you send mixed message and you can’t think strategically to solve the problem.

Not everyone is born equal in collaboration. In collaboration community, we can find “tribal leaders” – people who are very passionate in and committed to the collaboration. They form about 1% of the community. We can also find “active members” – people who actively contribute to the collaboration. They form about 9% of the community. Last but not least, we can find “the lurkers” – people who give minor contribution to the collaboration. They are the majority and form about 90% of the community.

To transform collective action into collaboration, we need to connect the tribal leaders – the 1%. We need to get them to think and set direction to the collaborative effort.

How Gamification Can Help

Gamification is the use of game-design techniques and game mechanics to solve problem and engage audiences. Applied correctly, gamification can bring the fun, engaging, and additive elements of gaming, to non-game environment, i.e. the business world.

What makes gaming so addictive? Gaming is addictive because it injects capitalism. That means, you have the autonomy to master the skills that you want, and you have the rights to earn incentives that you deserve. In addition, gaming is addictive because progress towards goal and character development, is visible. Progress visibility motivates us.

Gamified collaboration appeals to self-interest, so that people with the right motivation would participate in the collaboration. And incentives would motivate tribal leaders to connect, and would reward contributions so that no one left out (the ones who are being left out, are people who don’t give any contribution, i.e. the incompetent).

To gamify collaboration, we need to make collaborative task visible so that people can have the freedom to choose the task that suits their ability, time, or interest. We need to make collaborators’ strengths and weaknesses visible so that people can form collaboration team with complimentary skill set. And we need to give fair incentives based on contributions.

Gamifying collaboration makes sense because playing games is about collaboration. In games:

• quests’ characteristics are visible. This enables us to gauge whether we are ready to take on a certain quest.
• each character’s strengths and weaknesses are shown. This enables us to form collaboration team with complimentary skill set.
• each action is recorded and rewarded. This enables us to build reputation and allows leaders to emerge from the collaboration community. This also ensures each action, big or small, is rewarded accordingly.

Web 2.0 will make collaboration gamification a reality. To create lively discussions among their community members and to build collaboration community, TED has incorporated some gaming elements in their discussion forum (TED Conversations), namely task autonomy, social validation tools, reputation system, and expertise search.

TED is not alone in the effort to gamify collaboration. I give you another example: Salesforce. Salesforce makes personal development visible, so that people are motivated to collaborate, and to achieve goals in workplace setting.

The future belongs to organisations who gamify collaboration.

How do you find my talk above? What do you think of using gamification to make collaboration works? Share your thoughts in the comment box below.

If you like my talk above and would like to book me to speak at your event / conference, then email me at roan_yong [at] yahoo [dot] com. (I give free talk for non-profit organisations and for public agencies.) 

If you would like to find out more about how to gamify collaboration and how to design incentives for gamification, then read my free e-book: bit.ly/sociacol, or skype me at roan.yong, or email me at roan_yong [at] yahoo [dot] com. (I’m always open to meet people for lunch / dinner). 

Here is a list of recommended readings that you may find useful:

Amabile, T, and Kramer, S. (2011). The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. Harvard Business School Press.

Pink, D. (2011). Drive: The Suprising Truth About What Motivates Us. Riverhead Trade.

Hansen, M. (2009). Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results. Harvard Business School Press.

McGonigal, J. (2011). Reality Is Broken: Why Games Make Us Better and How They Can Change the World. Penguin Press HC.

P/S: I also captured my talk in MP3 format Podcast_TheGameofCollaboration. You can download it to your iPod, iPad, or iPhone. Feel free to distribute the materials in this blog post (please acknowledge roanyong)

Most people understand that “KM is about people”. You don’t have to repeat this over and over again. What you need to do is to explain the meaning of people-based KM. I think the manifestation of “KM is about people” is three-fold: facilitating conversation, cultivating communities, and designing social intranet and user adoption strategy.

I came across this situation many times. KMers rants-and-raves about KM is being hijacked by technologist, and enthusiatically sends a message that sounds like a gospel: “KM is about people”. Wow, what an insight (sarcasm intended). I’m totally not impressed. Here is why.

First of all, everything is about people. Could you name one thing that isn’t about people? Last time I checked, every organisation’s function is about people! From Finance to HR, and from operations to technology, people is the center of every function. This is common sense. It’s not something that we (KMers) should stress mutiple times. Most people get it! They are not dumb. They understand that people is important for organisation.

Second, when you say “KM is about people”, what do you mean? What is the “call to action” that you want to convey? Check out what the KM experts are advocating, and you would find different meaning to “KM is about people”, for e.g. Dave Snowden advocates complexity and decision making; David Gurteen stresses the importance of conversation; David Griffiths talks about talent/human capital management. This is where the problem lies. There are mixed messages beneath the simple truth: “KM is About People”.

Don’t get me wrong. I think KM is about people. Alas, I also think that we fell in love with this message so much so, that we forgot to clarify the “call to action” beneath it. We think people don’t understand what we are saying, when actually they aren’t sure about what we mean. Words are slippery! Same words can carry different meaning to different people.

To succeed, we need to do a better job in translating what do we mean by “KM is about people”. Allow me to share my thought. The call to action should be three-fold:

1. Facilitate Conversations. We need to facilitate conversation – especially the difficult one – so that people can share and capture their knowledge. This means KMers have to be quality conversation facilitators. We have to tell people that they can look for us when they need help in capturing knowledge or in facilitating AAR/Retrospect. We should also organise and moderate Townhall meeting where the top management can have a dialogue with the people.

2. Cultivate Communities. Communities (or Tribes) are natural occurring in any organisation. However without proper intervention, the right communities may not have the resources to produce strategic results. They may not even survive. We need to cultivate communities, that are strategic for the organisation, through a combination of top down and bottom up approach.

• Top down approach means we work with the top management to identify strategic areas and key people, so that strategic communities can be formed immediately and be visible to the management.
• while bottom up means we also open to the possibility of people forming communities and producing important knowledge work. Our job is to highlight the deserving communities to the management so that they can get the resources that they need.

3. Design Social Intranet and User Adoption Strategy. KM technology has to be human-centric (this is one of the manifestations of “KM is about people”). That means, we need to have social intranet because it uses social technology. Social technology is a human-centric technology, because it connects people and allows them to promote relevant contents. We also need to have user adoption strategy, i.e. making sure that people use the social technology.

There you go! I have explained my thought about people-based KM. What do you think? What’s your version of people-based KM?