Originally published on November 27, 2017


  1. Collaboration and Teamwork
  2. Communities of Practice (CoPs), Enterprise Social Networks (ESNs), and Discussion Forums
  3. Community Management
  4. Community and Collaboration Tools
  5. Outsourcing the Management of Communities of Practice

Section 1: Questions about Collaboration and Teamwork

  1. What is the best way to encourage organizations to collaborate?
  2. How is collaboration important in the workplace?
  3. What motivates you to collaborate with others?
  4. What are some team-building ideas in the workplace?
  5. What are some frameworks, methods or tips that help us to have an effective team discussion?
  6. What are the best workshops for teamwork?
  7. What are some workshop exercises to find opportunities for collaboration?
  8. What collaboration tools should I use to make my virtual team more effective?
  9. How do you manage distributed teams? What methodologies do you use? What tools?
  10. What are examples of extremely simple online collaboration tools?
  11. What is essential for productive teamwork?
  12. How can knowledge be shared using virtual groups?; How do you build people-to-people networks for knowledge sharing using discussion forums?
  13. How do organizations win by working together?

14. Q: What functionality is needed for successful collaboration?

A: Here are useful features:

  1. The ability for threaded discussion subscribers to receive all posts, a daily digest, or a weekly digest of all posts through email
  1. Eliminates the need for a webmaster to post news items
  2. Reduces the need for email dispatches
  3. Aggregated RSS feed of all blogs to allow anyone to follow all internal blogging activity
  1. Master community directory viewable by all employees
  1. Employees can subscribe or unsubscribe to distribution lists, newsletters, and other periodicals by clicking on a button
  2. Communities and subscriptions for employees are displayed on their personal profiles
  1. Collaborative Team Spaces
  2. Enterprise Social Network (ESN) Groups
  3. Social Bookmarks and Tags
  4. Blogs
  5. Wikis
  6. Podcasts and Videos
  7. Digital Workplaces
  8. Virtual Meeting Rooms
  9. Mashups

15. Q: What are the barriers to adoption for social business?

A: Social business, including such tools such as blogs, wikis, social networking, social tagging, podcasts, mashups, and RSS, offers great potential for collaboration, but it has to overcome problems:

  • Many older people have difficulty adopting it — they do not subscribe to RSS feeds, comment on blogs, or use Facebook. Internal blog, wiki, and RSS usage within large organizations often represents a tiny percentage of the overall population.
  • Many erroneous assumptions are made about the best use of blogs, wikis, and social networking tools. For example, blogs and wikis are not replacements for threaded discussion forums to support communities. They each have very specific applicability and benefits, but many people blithely declare more universal and indistinguishable roles for each.
  • Many IT departments don’t get the idea. They are trying to cut costs, consolidate, and survive; social business seems like a toy to them, not a real IT application. They demand proof of ROI before proceeding, want to limit the number of platforms, and want to tightly control the IT environment.
  • Adoption by users may be limited to early adopters, technical enthusiasts, and current users of external social media tools such as Facebook.

16. Q: In a forum, is it okay to ask the same question that has been asked before?

A: Yes, that is how many people learn something for the first time. In the early days of listservs and bulletin boards, it was common to admonish new participants to search before asking a question, but that is likely to scare them away. Instead, it’s better to link to a previous thread, or to a frequently asked question contained in a list.

17. Q: Are live tweet chats worthwhile?

A. They can be, but eventually, they tend to become repetitive. The tweets during a recurring chat contain many platitudes and retweets, and lack the depth of an asynchronous threaded discussion.

18. Q: What are the benefits of sharing and collaborating?

A: Knowledge increases in multiple ways when it is shared:

  1. Other people can test, apply and build on what you share to validate, refine, and expand upon it. This strengthens your knowledge, as others can confirm, point out flaws, or improve what you know.
  2. In thinking about how to share an insight, you can improve your understanding and the quality of what you share.
  3. Sharing what you know helps you learn by doing research, synthesizing multiple viewpoints, and crystallizing ideas, thus increasing your knowledge.
  4. When you share, it gets others to also share, which increases the total body of knowledge.

Section 2: Questions about Communities of Practice (CoPs), Enterprise Social Networks (ESNs), and Discussion Forums

  1. What are the characteristics of a community?
  2. Why do people join communities?
  3. Why are communities needed?
  4. What are the best features of current Enterprise Social Networks?
  5. What are the best use cases for Yammer?
  6. What are the three most important things when implementing a social intranet in a company?
  7. What is community participation?
  8. What are typical problems in a community?
  9. How does one create an online forum?
  10. What are some creative and effective ways to build online community websites?
  11. What is the difference between a community and an organization?
  12. What is the difference between a community of practice and a social network?
  13. What makes a great community?
  14. What makes for a successful community of practice?
  15. What does a community need?
  16. How do I form a CoP and avoid the pitfalls?
  17. What does “community” mean to you?
  18. What are discussion forums?
  19. What makes Communities of Practice work?
  20. How do you build and maintain successful communities?
  21. What are some proven practices for online discussion forums?
  22. Is there a manual for the care and feeding of communities?
  23. What ways exist to help CoPs deal with competition and ego among members?
  24. What are some good articles on communities of practice?
  25. What are some useful articles about Communities of Practice?
  26. What can I read about Communities of Practice?
  27. What are the top ten desired elements for community member profiles?
  28. How many opportunities for improvement are missed simply because one employee’s knowledge was never shared?
  29. How can I change the terminology “Communities of Practice” to something else?
  30. How can CoPs create learning environments for educators?
  31. How can narrative techniques help with CoPs in ways that command-and-control approaches can’t?
  32. What are the pros and cons of organizing communities by technical skill versus product group?

33. Q: What are the different types of communities?

A: See Types of Communities & Enterprise Social Network Groups: a TRAIL that COLLECTS and this table that describes three typical types of communities:

34. Q: Communities are often described as groups of like-minded people. Is this accurate?

A: No, they are groups of people who, for a specific subject, share a specialty, role, passion, interest, concern, or a set of problems. Diverse backgrounds and thinking are good for communities, and having only like-minded people is undesirable.

35. Q: Should membership in communities be restricted to only those people in a specific organization?

A: No, they should be open to all, and should span organizational boundaries. The best response to those want to limit community membership is to ask them, “What’s the harm of someone outside your organization joining a community?” The answer should be none, as there multiple benefits to getting more people to ask and answer questions, solve problems, and learn about the community’s topic.

36. Q: Are there good examples of online communities that have been built, are well-developed, and are well-supported?

A: Yes, see:

37. Q: Would you include project teams or operating units as CoPs?

A: Not typically. Communities form around people who share a common specialty, interest, or concern. Project teams and operating units share some characteristics, but they are not self-forming. Communities exist to help their members better do their jobs and to deepen their skills and expertise. Project teams and operating units exist to get work done for the organization.

38. Q: How would you define an active CoP participant?

A: An active participant is one who periodically does one or more of the following:

  1. Replies to a post in the threaded discussion
  2. Subscribes to and regularly reads the threaded discussion
  3. Gives a presentation to the community
  4. Asks a question during a presentation
  5. Attends and speaks up at a community event
  6. Posts content to the community collaboration space
  7. Contributes content to the community newsletter
  8. Posts and comments on the community blog
  9. Posts and edits content in the community wiki

39. Q: Why should there be at least 100 people in a CoP?

A: In a typical community, 10% or fewer of the members will tend to post, ask questions, present, etc. If a CoP has only 10 members, that means that only one person will be doing most of the activity. In a CoP of 100, you can expect around 10 people to be active, and that is probably the minimum number for success. As the community grows in size, it becomes more likely that experts belong, that questions will be answered, and that a variety of topics will be discussed. Also see this thread.

40. Q. How can noise be reduced in ESN groups?

A: Encourage members to include context and useful information in posts and replies. This means avoiding posts like “Congrats!” or “Thanks!” with no other text. Instead, add some additional text, such as “I was able to use the information you shared in my current project.” Some replies for social feedback are good, but adding details is even better. Use “Like” instead of “Great post!” and reply privately for requests such as being added to a list. Use polls to avoid lots of “Me, too” replies. If your ESN has a praise function, use that to recognize people.

41. Q. How can you get people to use an ESN?

A: Try the following:

  1. Make sure that there is a single group for each important subject, that it has an admin who regularly monitors it and ensures that no question is left unanswered
  2. Move some forms of communication from existing channels to ESN only so that people will have to join and follow to keep up with these communications
  3. Ask all subject matter specialists and support personnel who regularly receive queries via email, phone, and IM to redirect them to the ESN and respond there
  4. Recruit key leaders who will lead by example — regularly post, reply, like, praise, and ask for input
  5. Regularly mine ESN for examples of how it is being used productively — share these into a Wins group and refer skeptics there to find success stories told in the voices of actual users

42. Q. We have been tasked with an assignment to do a data analysis of the usage of Yammer. The task is to identify the people who have the most success using Yammer in order to identify best practices for Yammer. When do you need data, metrics, and analytics as opposed to experience, observation, and qualitative analysis?

A: Analyze group activity by reading the posts in the group rather than relying on metrics.

  • If you are paying attention through email notifications, you will know what is happening on an ongoing basis.
  • Some conclusions must be qualitative:
  1. Was it answered or did someone just reply without an answer?
  2. How long have questions been unanswered?

43a. Q: What good articles have you found on communities of practice?

A: See:

  1. Introduction to Communities of Practice by Etienne and Beverly Wenger-Trayner
  2. Communities of Practice: The Organizational Frontier by Etienne Wenger and William M. Snyder
  3. Communities for knowledge management by Steve Denning
  4. 10 Critical Success Factors in Building Communities of Practice by Richard McDermott
  5. A bibliography on communities of practice by CPsquare and com-prac
  6. Books for Community Building by Michael Burns
  7. Communities of Practice Resources by Fred Nickols
  8. Caterpillar Communities of Practice: Knowledge is Power by Sue Todd
  9. The Camelot of Collaboration — the case of VAX Notes (PDF) by Patti Anklam

43b. Q: What good books have you found on communities of practice?

A: From this list of books, start with these:

  1. Cultivating Communities of Practice by Etienne Wenger, Richard McDermott, and William M. Snyder
  2. Digital Habitats: Stewarding Technology for Communities by Etienne Wenger, Nancy White, and John D. Smith
  3. CompanyCommand: Unleashing the Power of the Army Profession by Nancy M. Dixon, Nate Allen, Tony Burgess, Pete Kilner and Steve Schweitzer
  4. The Social Life of Information by John Seely Brown and Paul Duguid

Section 3: Questions about Community Management

  1. What are the biggest challenges you face as a community manager? How is community management evolving? What’s the best part of the job?
  2. What are some of the best community management conferences to attend?
  3. What is community management?
  4. Where can I find good online community management courses?
  5. How do I vet the new members in a digital community of professionals?
  6. How can community participation be enhanced?
  7. How do online communities fight spam?
  8. What are the keys to creating a movement, tribe, or social community online?
  9. What are the fundamentals of building a community or culture?
  10. What are the most common mistakes made by community managers?
  11. What are the most essential resources for someone starting communities of practice?
  12. Do Enterprises Have the Patience to Develop Communities?
  13. What are the types of community & online facilitation?
  14. What is community leadership?
  15. Are you able to automate the collection of community metrics?
  16. What are the 10 steps to start a community?
  17. What are good ways to publicize a community?
  18. How can you avoid a CoP mid-life crisis?
  19. How can CoPs be sustained?
  20. Is it standard practice for CoPs to have a core team to perform governance?

21. Q: Where can I find information on CoP metrics?

A: See:

  1. Community of Practice Metrics and Membership, Part 2 — Nov 11, 2008
  2. Community of Practice Metrics and Membership, Part 3 — Nov 12, 2008
  3. Community of Practice Metrics and Membership, Part 4 — Nov 13, 2008
  4. Community of Practice Metrics and Membership, Part 5 — Performance Management — Nov 14, 2008
  5. Measuring Knowledge Flow within a Community of Practice — Nov 20, 2008
  6. Visualizing Knowledge Flow in a Community — Nov 21, 2008
  7. Additional Community Metrics — Nov 2, 2008

22a. Q: We are looking to implement a more formal strategy and evaluation plan for communities of practice. What do you have in place?

A: At HP, we had a strategy for communities that included:

  • Nurture community leaders with regular con calls for idea sharing.
  • Formally manage threaded discussion forums to avoid redundancy, weed out inactive ones, ensure growth in subscribers and posts, and monitor discussions to ensure that questions are answered.
  1. Number of professional certifications
  2. Number of mentors and mentees
  3. Number of white papers published and read
  4. Number of training and community events
  5. Overall health rating (green, yellow, red)
  1. Number of Subscriptions
  2. Number of New Threads
  3. Number of Replies
  4. Total Number of Posts
  5. Number of Participants
  6. % of Population Participating
  7. Overall health rating (healthy, in danger, dead)
  1. A community administrator/gatekeeper needs to be a person who is active in the community, well respected by community members, and considered a subject matter expert. Managers typically did not make good gatekeepers since they were overwhelmed by other responsibilities.
  2. A community focal point/contact at each site/location must also be active in the community and considered a subject matter expert.
  3. Establishing metrics in the knowledge input form is critical. Ideally, metrics should be quantitative; however, qualitative metrics are acceptable. A metrics input field needs to be mandatory.
  4. Some of the key reasons why I had to close down some CoPs:
  • Users did not see the value of the knowledge being shared.
  • CoP usage was not integrated into the corporate procedures, and CoP performance metrics were not tied to individual performance goals.
  1. Leadership and facilitation are keys. Need a networker between community meetings and team leads to represent stakeholders (e.g., one person from business unit, one person from geography).
  2. CoPs are considered effective and value-added only when they become self-managed by the practitioners (e.g., practitioners contribute to agenda, lead discussion topics and working groups).
  3. Need to establish a rapport explicitly, by using facilitation techniques and offline meetings or check-ins with participants. Expect to storm before you norm!
  4. Must have ground rules (e.g., meetings, forums, email).
  5. Need a method for new member on-boarding (e.g., what’s the CoP charter, how to get onto the workspace, when meetings take place, expectations of participants).
  6. Communities have a predictable lifecycle. Need to measure and continuously improve (e.g., measuring membership, participation in meetings, hits, documents shared, productivity of working groups).
  7. Use technology effectively — must be easy to integrate into life (e.g., effective use of workspace, threaded discussion, Live Meeting tapes, wikis).
  8. Community must get and give recognition (e.g., sponsors visible, participants publicly recognized, good or improved measures reported).
  • But the truth is, the looser organic network has always been where Knowledge & Innovation occur (page 33)
  • A community of practice is in a sense a hybrid pattern — it’s informal, emergent, just like a general social network, but it has a center of gravity — the domain — that acts loosely as an organizing principle (page 64)

22b. Q: Are you able to automate the collection of this data?

A: We used UBB.threads for our threaded discussion forums. Data was generated on the server on which it ran, and we mined this data monthly. Collection of the data was automated, but production of the monthly reports involved manual effort. We moved most of it to take advantage of lower-cost resources.

23. Q: We are planning an internal Community Development Conference. In preparation for the conference we will survey our community leaders to determine what they want in a conference. The survey will give us information to use in planning conference activities. The survey will also help community leaders recognize the value of communities to the corporation. What questions should we ask our community leaders in preparation for our conference?

A: Bruce Karney developed a survey which he sent to community leaders. Bruce summarized the results of the survey:

  • Building healthy communities — Richard McDermott presents the results of an in-depth study into the key factors behind the successes — and failures — of communities of practice.

Section 4: Questions about Community and Collaboration Tools

  1. Which papers should you read in the world of Enterprise 2.0?
  2. Are there any Web 2.0 reading lists?
  3. What actions are needed for Enterprise 2.0 and what is the Tools for Communities Wiki?
  4. Is there a conference on communities & technologies?
  5. How can you combine wikis and forums?
  6. Is there a Web 2.0 slideshow?
  7. How can Web 2.0 be used for KM?
  8. What is the difference between forums, blogs, and social networks?
  9. Which Web-Conferencing Solution Is Right for Your Company?

10. Q: What articles exist for community and collaboration tools?

A: See:

  1. Virtual Meeting Rooms, Web/Video/Audio Conferencing, and Telepresence
  2. Team Spaces for Collaboration Using SharePoint or Other Platforms
  3. Threaded Discussions and Enterprise Social Networks (ESNs)
  4. Expertise Locators and Ask the Expert
  5. Metadata and Tags
  6. Blogs and Blogging
  7. Wikis
  8. Podcasts and Videos
  9. Syndication, Aggregation, and Subscription Management Systems
  10. Social Software and Social Media
  11. Social Networking Tools at HP
  12. Social Networking Tools
  13. Community of Practice Tools: e-SCENT-ials

11a. Q: What is the difference between a blog and a forum?

A: A blog is a one-to-many form of communication, usually read by visiting the web site or through an RSS feed reader. It is well-suited to supporting personal expression, news updates, personal note taking or journal writing, links between the blogs of multiple bloggers, and comments from blog readers.

11b. Q: Whether you call them blogs or discussion forums, they are essentially tools which enable a conversation. For example, how about if one were to use a community blog — a scenario where community folks can write to a blog and share their thoughts, primarily through posts and comments? Would this serve the same purpose?

A: Community blogs can be made to work, but they are less well-suited to supporting conversation in a community than a threaded discussion forum. Reasons for this include:

  • Once submitted, comments to blogs may need to wait for approval before appearing on the blog (often due to the need to remove spam). Unless a forum is being tightly moderated, all posts and replies appear automatically and immediately.
  • Although it is possible to monitor a blog through email, this is less common than using an RSS feed reader. Forums can be monitored through email, and this allows them to reach a wider audience automatically, without the need to visit a web site or check an RSS reader.
  • Although it is possible to monitor comments posted to a blog through email or an RSS reader, many subscribers will only see the main posts and not the comments. Forums treat all posts and replies in the same way, and thus the full discussion will reach most subscribers.
  • If a blog is set up by one or a few main bloggers, it may be viewed by its readers as the voice of those few people, rather than of an entire community. Unless a forum is tightly moderated, it is usually viewed as representing the voices of all of its members.
  • If a blog is set up for multiple bloggers, it may not be clear who has posted each entry. A forum makes the identity of the poster more obvious.
  • Blogs are relatively new, and not everyone yet knows how to best follow them. Listservs have been around for a long time, and more people are familiar with reading and replying to posts using email.
  • Blogs may not provide an easy way to share files and collaborate in other ways besides conversation. Forums based on tools such as Groups.io can have associated photos, links, databases, polls, and calendars for the use of the community.

12. Q: How can collaboration tools be used for corporate marketing?

A: Using collaboration tools often associated with knowledge management, corporate marketing can better engage with both employees and customers. Here are ten ways to do so:

  • External: Encourage customers to help one another, suggest products and services, and engage with each other. Example: HP IT resource center forums
  • External: Encourage customers to build networks built on products and services, interests, preferences, etc. Example: Facebook
  • External: Encourage customers to tag their favorite company-related sites. Example: del.icio.us
  • External: Encourage customers to collaborate on company-related topics. Example: Groups.io
  • External: Encourage customers to visit a single site for all of their support needs. Example: HP Customer Support
  • External: Encourage customers to collaboratively edit community pages. Example: IBM Public Wikis
  • External: Communicate useful marketing information to customers to help them better understand company offerings. Example: Deloitte Dbriefs Webcasts
  • External: Communicate useful information to customers with a personal face to build credibility and increase engagement. Example: HPE blogs
  • External: Encourage customers to subscribe to receive audio communications on a regular basis. Example: Deloitte Press Room podcasts
  • External: Encourage customers to view product and service videos to learn more about offerings in an appealing way. Example: HPE Video Gallery

13. Q: What are some typical problems in how people post to threaded discussion forums?

A: Here are three problems along with recommended solutions:

  1. Sending messages intended for one person to the whole list, or sending messages to a few people which should be sent to the whole list. If you are replying to one member of the forum with a message intended just for them, do it in a separate email directed to that person only. Conversely, if you have a question or comment of general applicability, don’t send it to a small subset of the members. Post it to the forum so that all can learn from it and respond to it.
  2. Including long URLs which wrap across lines and thus may not work when the recipient attempts to click on the link. If the URL you wish to include is long, convert it to a short one using a service such as TinyURL. If you are including a link to a book on Amazon.com, remove the extra text and use just the product number. For example, “https://www.amazon.com/BIONIC-eTeamwork-Jaclyn-Kostner/dp/0793148340/ref=sr_1_1?s=books&ie=UTF8&qid=1511787629&sr=1-1&keywords=bionic+eteamwork" can be reduced to “http://www.amazon.com/dp/0793148340" — everything else can be deleted.

14. Q: What are the benefits of participating in community threaded discussions?

A: The benefit to participating is primarily to the subscribers, and secondarily to the organization. Threaded discussions enable subscribers to:

  1. Innovate through brainstorming, building on each other’s ideas, and keeping informed on emerging developments
  2. Reuse solutions through asking and answering questions, applying shared insights, and retrieving posted material
  3. Collaborate through conversations and interactions
  4. Learn from other members
  1. A searchable archive of the discussions
  2. A way for people to learn about their interest and develop in their specialty
  1. The greatest possible number of people to answer questions and solve problems
  2. Greater leverage of all knowledge shared

15. Q: How can email be used with online discussions?

A: Email is the holy grail for threaded discussions. It can help increase participation.

  • The ability for threaded discussion subscribers to receive all posts, a daily digest, or a weekly digest of all posts through email
  • The ability to subscribe to read all posts and replies using an RSS feed reader

16. Q: What are the disadvantages of email compared to enterprise social networks (ESNs)?

From the #ESNchat on April 16, 2015 — Email: Friend or Foe?

17. Q. When should you use blogs, threaded discussions, ideation systems, ESNs, wikis, Q&A systems, videos, podcasts, profiles, and other social software tools?

  1. Threaded discussions: Ask and answer questions, and share information
  2. Enterprise Social Networks (ESNs): Share, Ask, Find, Answer, Recognize, Inform, and Suggest
  3. Bookmarks and tags: Save links to useful sites and content, add tags to group and classify the content, and reuse the links and tags offered by others.
  4. Team spaces: Collaborate on work, share files, schedule, and plan
  5. Wikis: Create and collaboratively edit content
  6. Web conferencing: Interact virtually, share presentations and screens, and talk and see people in remote locations
  7. Blogs: For posting viewpoints, sharing communiques and newsletters, and working out loud
  8. Podcasts: Receive recorded communications in a way which is more convenient, allowing listening while working, commuting, running, walking, etc.
  9. Videos: Record, collect, and upload videos to share information, create excitement, and emulate YouTube; create video stories and instruction; and like, comment on, tag, rate, and share videos
  10. Instant messaging and group chat: Easily hold discussions that are persistent and readily searchable
  11. File sharing: Enable large files to be centrally stored and easily shared between multiple users so that they are secure, accessible, backed up, and don’t have to be sent as email attachments
  12. ESN chats: Threaded discussions in real time, e.g., while an event is occurring, for note-taking, interacting with others at the event, and sharing with those not there
  13. Social network profiles: Publish biographies, personal statements, links, interests, expertise, and experience; and link to people who are acquainted or connected as friends, business contacts, or colleagues
  14. Idea management and ideation systems: Submit suggestions, track implementation progress, and work with others to innovate and invent
  15. Q&A systems: Ask questions, receive answers, and provide answers to the questions of others

18. Q. How can the use of collaboration tools be increased?

A: When email was introduced, its adoption was increased through these steps:

  • It replaced previous modes of communication, for example, interoffice memos.
  • The senior leaders used it, and expected others to use it; although they may have had their administrative assistants actually using the tool, it appeared to everyone else that they were using it.
  • It should replace previous modes of doing these tasks, for example, using email to ask a question.
  • The senior leaders need to use collaboration tools and expect others to do the same; although they may get help in actually using the tools.

Section 5: Outsourcing the Management of Communities of Practice

Q: Does anyone have experience with outsourcing community maintenance and facilitation?

Q1 from Johannes Schunter <johannes.schunter@undp.org> in KM4dev:

  • avoiding creation of competition/jealousy among partners (this can be tricky, but with transparent processes can be managed)
  • How much subject matter is needed? What I observe is that in some communities, deep knowledge is required. In others, the skill of noticing and connecting members and information is more important than deep SM expertise.
  • How much internal knowledge of the community is required to be effective — this is both a matter in choosing internal or outsourced, but also in terms of the time it takes for the facilitator to get up to speed. More often, the knowledge of how the organization works (if a community is internal) is really subtle but critical. Again, however, the outside perspective may find ways to avoid the org pitfalls and build on strengths. This is when outsiders are useful — they hold up a new “mirror” for the community to see itself in a new way and this can be energizing. (Or fully kill the community!)
  • technology stewardship (selection, deployment and useful practices in the tech a community uses, including noticing and spread good practices (can be from simple to very complicated. If simple, probably lumped into administration)
  • administration (membership, help, cleaning up things, etc.)
  1. REPORTING ON NETWORK ACTIVITY: On a weekly basis produce a summary of: Number of Queries; number of replies; number of “Corporate’ Replies — i.e. replies by headquarter specialists on particular topics — these are done by manual inspection of emails against lists of staff who are corporate resources in specific topics within HR, Finance, etc.
  2. NETWORK TRAFFIC: Combine short messages into a single “multiple contributors” messages; archive individual un-posted messages to maintain a complete record of contributions; categorize messages as INFO, REQUEST FOR DOCUMENTS, Q&A — from simple inspection of the query.
  3. DEAL WITH ATTACHMENTS: If messages in the moderation queue have large attachments, save them and re-create the message with a link to the attachment
  4. BUILD A UNDP ‘WIKI-PEDIA’: Convert Network queries and Discussion Threads into a consolidated Wiki page on our pilot internal Mediawiki platform. Provide basic categorization of the Wiki page including message topic (HR, Finance etc.), and Country asking the query. There are now 2,000 plus pages awaiting the more value-added input of Management Sub-Topic categorization from staff who asked these queries in the first place.
  5. WEEKLY SUMMARY: Create a summary table on a Google Document of all subject threads in a week, categorized by message type and linking to the consolidated thread / Wiki page of each query. Generate an email to HR, etc. focal points with a link to all unanswered queries for the week.
  • Transfer new member information from sign-up forms at community events
  • Create basic Surveys on-demand using the LYRIS survey tool
  1. Low Income backgrounds — half the workers’ families are earning 2–3$ / day.
  2. (Very important): Willingness to pay upfront for a computer skills training course for which they are reimbursed over time. This helps to self-select particularly motivated people.
  3. Gender balance


  1. A Dozen Answers to Questions about KM and Communities
  2. Answers to 5 KM Questions: Models, Maturity, Motivation, Solutions, Trends
  3. Questions & Answers
  4. Quora Answers
  5. 9 Questions to answer for knowledge management
  6. 5 questions to answer before starting a new community
  7. Communities of Practice
  8. Communities Manifesto: 10 Principles for Successful Communities
  9. 10 Tips for Leading Communities
  10. How to Be a Great Community Manager
  11. Collaboration Process

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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