In social-impact networks community members work together to create change for social good. In this post, CSCCE Director Lou Woodley takes a look at how that works. This post originally appeared on Social in silico.
For regular online communities, such as those hosted by an organisation, we looked at the four stage model of the community lifecycle described in Rich Millington’s “Buzzing Communities”. Last week, we considered a different type of community – a social-impact network where the emphasis is on group members working together for a social good. In “Connecting to Change the World”, the authors discuss three different stages of a social-impact network – and how it’s possible to transition between them. Let’s consider this connect-align-produce model.
This week I’ve been reading “Connecting to change the world” by Peter Plastrik, Madeleine Taylor and John Cleveland. It’s a focused, practical guide to building a very specific type of community – a social-impact network.
Whereas the word communityhas now been adopted for somewhat ambiguous use in a wide variety of scenarios involving groups of people, a social-impact network has a clear definition. It’s a collection of collaborators who are working together in some way to address a complex social issue.
Social-impact networks are self-organising – with decision-making distributed across the networks and with a structure that may change rapidly (such as the formation or closure of working groups).
Posted by Lou Woodley, Trellis’ Community Engagement Director.
It’ll come as no surprise that I spend a lot of my time thinking about community management. But in recent years that’s expanded from focusing on the strategy and mechanics of community-building, to thinking in more detail about the people that actually support group work: the community managers.
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