Open Government – Open Hearts

What does success look like when engaging in social media?

If you have set out a plan and defined success that’s great and, I wonder if your plan also includes how to build consensus?

Many in Government 2.0 circles talk about the need for increased openness and transparency between government and citizens.   While this is critical as a direction, we should dig deeper and explore what has to happen in order to facilitate such an outcome.   In addition to educating the right people in government and citizens alike as to what an Open Government looks, smells and operates like, we need to address the “power struggle” and cynicism which usually undermines everything.  This battle takes place below the surface and behind closed doors, and can have many faces.

For example, a government I.T. department doesn’t want to allow outside technologies into their network.  They claim security and effective systems administration as the reason.  This does a number of things simultaneously, including the retention of control of a locked down system designed to stifle any innovation left within.  Just ask the Health Canada employees who attempted to tune into a live webcast we did recently where the landing page for the stream was blocked.  Health Canada bosses couldn’t tune in to an event they paid for and no amount of requests sent to I.T. was going to change that reality.  Maybe you live and work in such an environment, where this type of Open Government/Open Organization battle is taking place as we speak.  Building consensus is very difficult and very costly as a result.  Why say yes today when you can drag out the discussion for months, using every excuse possible in order to justify your existence?

Here’s an NYT article on how the US Department of Defense is moving forward with their social media policy.  When you dig below the surface, there is certainly evidence of issues and skeptism.  Despite all of this, the directive has been given and so now comes the actual implementation of the policies.

The combatants do not always include the I.T. command and control group versus the entire organization.  The sabre rattling can also include mid-level executives who have little recourse to prevent change (in their language – more work) in their world than to engage in “passive-aggressive” war games with evangelist colleagues.  They state support publicly for the course ahead while quietly and tactically undermining the project like a nearly silent virus.  Frustrating the hell out of co-workers who have great intentions.  If this is allowed to persist it rips at the very fabric of the corporate culture and good people leave as a result of a few poisonous apples.

Open Government, indeed an open and innovative organization is a result of “open hearts”

For me, in the case above, success is defined in many ways.  Not the least of which includes the early detection of committed open hearts and minds within the organization in question.  You can tell the difference pretty quickly.  People either stand for being innovative and for collaboration or they see fear at every turn.  They either see the possibility of solutions or they see barriers.  Here’s an example, compare the Twitter feed of your favourite elected official to that of Mayor Cory Booker of Newark, New Jersey.  Do you think Mayor Booker would be open to his municipality embracing Government 2.0?  This is a Mayor who replies to direct comments about the clearing of snow on his roads.  That alone is worth remarking about.

When the student is ready the teacher will appear – Chinese proverb

We come across clients all the time who want an hourly rate for a few simple social media solutions, essentially they don’t understand what they’re asking about so they look to limit risk and exposure to the project without stalling it completely.  Consensus is far easier to build on a foundation of respect and rapport and, if they’re ready to learn then great things can happen.  We’re in the social media education business in many ways, and yet, if hearts and minds are closed for business there’s little we can do.

This may sound like I’ve pinned success on warm and fuzzy, vague constructs and in reality that’s not true.  There are metrics to be aware of, objectives to be identified and a strategy to be constructed including which tools to use when and how.  Having said that, building consensus and momentum for change involving Open Data and/or the deployment of social media within government and businesses often takes much more.

Building consensus is about “open hearts and motivated minds” and our experience has shown that you can’t have a successful social media or Open Government result without starting here first.

Social experience

I agree, the words “social media” are being over used!

Yesterday I read “Is Social the new dirty word?” by John Moore out of Boston.  Moore’s post highlighted what I’ve been feeling for nearly a year or more but especially in the last 6-8 months.

I’m concerned with the dramatic “watering down” of the burgeoning industry that my team and I work in full-time.  So I thought I’d reference a point in time and then tell a bit of our story.

For example, I was walking to my truck while at nextMEDIA in Banff, Alberta last summer.  The timing was such that I happened to bump into Kris Krug (@kk) who was outside taking photographs of the beautiful scenery,(here we are).  We had an interesting chat, not only then but later on camera, as the fusedlogic team streamed live interviews from nextMEDIA and Kris was kind enough to stop by.  Kris is a unique character, a non-conformist, and I’ve learned a staunch evangelist for his community, his craft (photography) and the non-use of labels.  I know Kris well enough now from our online exchanges and phone calls to know that he reluctantly refers to himself as a “web strategist” but really, he’s a guy who likes to be a part of the social experience through is crazy skills as a photographer.  He’s also committed to and an integral part of the cool happenings around his community of Vancouver which often includes considerable charity work with the Union Gospel Mission and others.

Here’s the dilemma, not all of us can develop the nomadic persona or lifestyle of a Kris Krug, our clients wouldn’t understand it and it wouldn’t be authentic.  That’s in part, what makes Kris a unique human being and business person, he has real-world experience having started Bryght in 2004 and successfully selling the company in 2007 to Raincity Studios.  That aside, he’s just being himself.  I respect Kris for what he’s accomplished and I suspect countless others do as well.

Having said that, I’ve never asked him directly, but to Kris during that chance meeting at the Banff Springs Hotel I must have appeared to be that outsider guy, that “what gives you the right to be a social media strategist guy?”

Interestingly, Kris said something I’ll never forget after our interview was over.  I thanked him for taking the time to speak on camera and told him I really enjoyed the experience of meeting him.  Kris said, “no problem, you know, it’s interesting we’re all here to talk about social media and you guys are in the room doing it….that’s cool man.”

Here are the “yummy chunks…”

November 2004

This is the night my Web 2.0 journey began. I watched CNN as they pulled commentary off of political blogs for the broadcast.  I found this amazing and started researching the blogosphere.

Many haven’t heard the fusedlogic story so I’m going to go over the last year or so rather than go over every blog post starting in September 2005 from my blogspot blog or since our incorporation in March of 2000.  (Secretly, I’ve been doing some thinking about where fusedlogic has come from and where we’re going, since this coming March will be our 10th anniversary).

Interestingly, I blogged about Twitter in April of 2007 but didn’t join until 2008.

In 2008 we continued to deliver social media work for several small businesses including Edmontonians Magazine, also notable was our project with the Public Affairs Bureau – Government of Alberta.

Crossing into 2009, we worked for ATB Financial, MacEwan School of Business, EEDC, Fringe Theatre Adventures – Industry Canada’s Marquee Tourism Program and we broke all sorts of ground on that project, multiple projects for NorQuest College which are still in play and again a number of small businesses mingled in.  Including our first Pay-Per-View live streaming sporting event with Aggression MMA. (our second PPV event will be tomorrow and it’ll be even bigger). We’re proud to say that our footage from the last event (as with our work tomorrow) will be broadcast on the FIGHT network, as well as, HDNet.

Also in 2009, we took on the digital marketing for Pik’s Revenge, an ambitious indie iPhone game developed by Edmonton’s Fluik Entertainment Ltd. Starting with zero Google search results for “Piks Revenge,” we now have nearly 1500 results and it will continue to grow as we’re expecting a big review from a major US property later this month.  The game was featured on the Apple app store which is not an every day occurrence.  Also, we’re doing something different with Pik as we build out the character a bit in real-life, expect more fun and dare I say “cheesy by design” things on that front soon.

Further, I started writing my book on Government 2.0 in 2009 entitled Escape Velocity, which is due out this spring provided I live up to the expectations of my editor.

In January 2010, we finally launched our iPhone transit application Route 411 and in less than 2 weeks we’ll be posting an update that will dramatically change the user-experience in Edmonton, Vancouver, and Toronto.  All I’m willing to say at this moment is that we’ve integrated York transit data with Toronto and we hope folks out there will appreciate that integration because it wasn’t easy to pull off that’s for sure.

Also, we’re celebrating a big week as we’ve closed a few new deals including a project with Health Canada and Alberta’s Centre for Child, Family and Community Research.  There’s much more to say about February and March but I’ll leave it there for now.

My point with all of this is simple, credibility in this game (as with all business and life) is paramount.  If Kris had asked for background in Banff I would have at least been able to provide names and brands as above where we have taken projects from concept to metrics. Granted, the brands are not global brands like Coke or Virgin, but to us and our clients, they are successful examples of digital planning and deployment experiences and it’s a story we’re very proud of and not even close to finishing.