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  • Aaron Silvers 3:36 pm on August 28, 2010 Permalink | Log in to leave a Comment
    Tags: , the art of community   

    The Art of Community: Building the New Age of Participation 

    ;

    About the Book

    This book guides its readers through the theory and practice of helping a community (with a focus on open source software communities) to achieve its goals. This advice is distilled from Jono Bacon’s personal experiences with founding and building the LugRadio podcast / community / live events, the Jokosher audio editor project, and of course his current role as the Ubuntu Community Manager, with plenty of personal anecdotes that provide the rationale for his suggestions.

    Table of Contents

    1 The art of community 1
    2 Planning your community 21
    3 Communicating clearly 65
    4 Processes: simple is simple 91
    5 Supporting workflow with tools 119
    6 Building buzz 145
    7 Measuring community 187
    8 Governance 211
    9 Handling conflict 267
    10 Creating and running events 301
    11 Hiring a community manager 341
    Index 359

    Jono Bacon tweets as @JonoBacon. He also has made his book available as a Creative Commons-licensed download here: http://www.artofcommunityonline.org/

     
  • Aaron Silvers 10:39 am on July 27, 2010 Permalink
    Tags:   

    NGOs come to the table with a social mission, whereas businesses inescapably have a commercial mission. The mistake is to view the two as mutually exclusive.

    Willie Pietersen, “Strategic Learning” (Location 1150)
     
  • Aaron Silvers 10:39 am on July 27, 2010 Permalink
    Tags: innovation,   

    If you genuinely care about your customers, the insights will come. And if you don’t, well, forget it

    Willie Pietersen, “Strategic Learning” (Location 1087)
     
  • Aaron Silvers 10:38 am on July 27, 2010 Permalink
    Tags: maslow's hierarchy of needs,   

    The point is that table stakes are not easy. They are professionally very demanding for an audit company. But looked at through the eyes of the client, they are not enough. Once those needs have been satisfied, clients expect more. This was exactly the Maslow argument. If you don’t have food, shelter, oxygen (the bottom of the pyramid), then that’s all you will think about. But if you do have those basics, your needs will shift to the next level in the hierarchy.

    Willie Pietersen, “Strategic Learning” (Location 1034)
     
  • Aaron Silvers 10:37 am on July 27, 2010 Permalink
    Tags: ford, , unknown unknowns   

    As Henry Ford famously said, “If I had asked people what they wanted, they would have said ‘faster horses.’

    Willie Pietersen, “Strategic Learning” (Location 1008)
     
  • Aaron Silvers 10:36 am on July 27, 2010 Permalink
    Tags: situational analysis,   

    The task of the Situation Analysis is to generate superior insights into the following five key areas of inquiry: • Customers and stakeholders • Competitors • Industry dynamics • The broader environment • The organization’s own realities

    Willie Pietersen, “Strategic Learning” (Location 939)
     
  • Aaron Silvers 10:35 am on July 27, 2010 Permalink
    Tags: assumptions, reality,   

    Businesses fail most often because the assumptions on which the organization has been built and is being run no longer fit reality.

    Willie Pietersen, “Strategic Learning” (Location 918)
     
  • Aaron Silvers 10:34 am on July 27, 2010 Permalink
    Tags: proust,   

    “The real voyage of discovery consists not in seeking new landscapes but in having new eyes.” —Marcel Proust

    Willie Pietersen, “Strategic Learning” (Location 912)
     
  • Aaron Silvers 10:33 am on July 27, 2010 Permalink
    Tags: ,   

    Do not look where you fell, but where you slipped.

    Willie Pietersen, “Strategic Learning” (Location 876)
     
  • Aaron Silvers 10:33 am on July 27, 2010 Permalink
    Tags: , execution,   

    When the outcome of a total process is defective, we frequently fall into the trap of blaming the last step. We’ll say, “Oh, we’re bad at execution.” Deming was very good at pointing out that if the output wasn’t satisfactory, the problem might not be with execution. It could be with any of the preceding steps. Execution doesn’t have a life of its own. It’s a derived capability; it results from what came before it.

    Willie Pietersen, “Strategic Learning” (Location 867)
     
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