In a series of 3 earlier posts, I shared some books that I’ve found useful on the topics of community management, online interactions, and leadership and team culture. In this new instalment of the series I add five books that I’ve found useful when thinking about how we create healthy teams where trust and learning together are at the centre of our interactions.
1. “Dare to Lead” – Brené Brown
If you’re already familiar with Brené Brown’s work you’ll know how much she’s done already to bring discussions about shame, resilience and belonging to the fore. It’s no surprises then that the next step on her research (and book) journey is to apply those themes to the topic of leadership. She focuses here on how we can create workplaces that are emotionally safe and welcoming while allowing us to work through and learn from challenging situations.
I particular appreciated the table of armoured versus daring leadership. It compares our sometimes habitual behaviours such as cynicism or numbing (where we fiddle constantly with our phones, go to nightly happy hours or some other tactic to avoid uncomfortable feelings) to the daring versions – being hopeful or sitting with discomfort to see what it might show us.
I did not find this an easy read – it definitely challenges the reader to work on themselves. Yet it provides very vivid perspectives about how taking responsibility for our emotions can lead to more fulfilling, collaborative relationships at work.
Recently, I’ve been exploring “Digital Habitats” by Wenger, White and Smith, which talks about the role of technology stewards in selecting, implementing and encouraging adoption of online tools and community platforms. Tech stewards sound like a very specific type of community manager.
The book has lots of practical advice about the use of technology by communities of practice. While the overall menu of different tools and features that are available to a community may be large, typically members will not need them all because their community will be focused on only a few activities. The authors call these different types of group needs “orientations” and list out nine of them.
Next week I’m taking part in a panel discussion about the role of trust in communities at the Community Roundtable’s annual CRConnect event. Ahead of that I wanted to share a few reflections about trust.
Trust and vulnerability come hand in hand
Trust is ultimately about a willingness to make our vulnerability visible to another – and to believe that they won’t take that show of vulnerability and abuse it to hurt us. Vulnerability can take many forms from revealing a secret fear to a friend, to sharing key insights with a collaborator or admitting to a supervisor that we need more support.
The moment at which we take the plunge and share our vulnerability is always transitional – the next steps for the relationship hang in the balance until we receive a response from the person we’re sharing with. If our revelation is met with reassurance, care, and appropriate respect then we’re likely to share again and the relationship will continue to develop. Break the boundaries of the tentative formation of a safe space and the relationship may be damaged temporarily or permanently, depending on the scale of the breach.
This year I’m participating in an asynchronous, online book club in a private Facebook group. In this post I’m going to capture some of the logistics of how it’s working so far and some reflections on what it’s like to participate from the perspective of a community manager who’s not running the group.
One degree of separation – setting up the group
The book club was the idea of a friend who set up a private Facebook group and then posted that she was willing to invite any of her Facebook friends who were interested in taking part. So the members all know her but not necessarily anyone else in the group. We’ve a total of 18 members overall, of which 7 of us participate most months and maybe 7 have not yet joined the conversations.
In a series of 3 posts, I’m sharing some books that I’ve found useful on the topics of community management, online interactions, and leadership and team culture. In this post, I recommend 5 books that discuss community management and working effectively with groups.
1. “The art of community” by Jono Bacon
This was the book that years ago helped me to realise that I was a community manager. Jono Bacon describes what a community manager does – including the importance of good communication practices, selecting the right tools, and balancing being a member of the community while often negotiating your role as an employee representing an organization. If you’re wondering whether you’re a community manager, or are brand new to the role, this is a good place to start.
The original version of this post first appeared on the Trellis blog.
A couple of weeks ago, I attended the Science of Team Science (SciTS) conference in Clearwater Beach, Florida where I took part in a couple of sessions, and moderated a third. Here I’m going to share some reflections from the first session which focused on collaborative technologies for academic collaborations.
Illustration from Think Quarterly by Matt Taylor
The uses of collaborative tools
The first activity that we used to open the session involved gathering the names of current online tools and grouping them into 5 broad categories. The categories, suggested by workshop co-organiser Ryan Watkins, covered different reasons for using online tools. I’ve listed each below, with my interpretation added alongside:
- Project management and communications – tools that allow users to organize and communicate with one another about their group-based work.
- Sense-making – tools that enable discussion and idea sharing that leads to participants forming or refining their knowledge and beliefs about topics.
- Knowledge sharing – tools that enable the dissemination of information.
- Acquisition of knowledge – tools that enable active searching for information or passively receiving updates about new information.
- Data analysis – tools that enable the sharing and computation of raw data.
The original version of this post first appeared on the Trellis blog.
Earlier this week in a panel discussion about technology for academic collaboration at the Science of Team Science conference, I mentioned a recent paper, which asks “Why do academics use academic social networking sites?” The paper presents the results of a survey of 81 researchers at three Israeli institutes who were asked about their motivations for using ResearchGate and Academia.edu.
The survey draws upon the Uses and Gratifications theory from the field of media studies for its research questions – exploring whether the five broad motivations for media consumers may also apply to academics that use online professional networks. Here we outline that theory and then highlight some of the findings from the paper.