What this means for all of us

AMY SAMPLE WARD, NetSquared

I’m really excited, every day, by the new and successful stories I hear about non-profit organisations reaching out to the global community via the internet and new technologies to help spread their messages, provide their services more effectively and efficiently, find new supporters and donors and empowering others to support and fundraise on their behalf. The web is an incredible place to work and a fascinating thing to watch grow.

But even more exciting than that is watching individuals leverage the same tools as corporate giants and make a positive change on the world. That’s the best part of social media: it is an equaliser of sorts. It provides much the same opportunities to everyone, whether you are that corporate giant or a teenager with an idea. No matter who you are or where you live (obviously, granted you need internet access), you can use the same tools as anyone else to harness the collective energy of others around the world who hear your call, believe in your mission, and think you’ve got a pretty great idea about helping out.

Social change projects may take the shape of a traditional or recognised non-profit organisation or an individual with an idea, a venture capitalist or a marketer, a team of developers or a college kid who wants to make an impact. These social change projects rely on communities coming together to succeed (whether they are identified by a shared geography, issue, cause, or personal characteristic) in making a real difference in our world. Social media tools allow people to come together online in new ways and across barriers. The tools are only useful, engaging, and successful when used as part of a community (how fun is it to use Facebook without any friends?). Thus, tools that create community are great for communities making change.

The options for individuals for how or where communication takes place are more flexible than that of an organisation. In fact, Clay Shirky has argued that structureless collections of individuals are more effective at mobilising for change than structured companies: agility is everything. But does that have to be the case? And what are the implications for organisations?

Where’s the line?

Where do the actions and opportunities of individuals and stop and those of organisations stop? Do those actions and opportunities criss cross, or parallel, intersect or intermingle? What about the actions of an individual at home versus at work for his or her organisation?

Many organisations asked questions about the degree of individual representation that can be tolerated on behalf of those using social media for an organisation during the US elections, as people posted messages to Twitter or joined groups on Facebook in support of a candidate or issue. People in cities around the world list their organisation and staff position on social networks and other online profiles, next to photos from parties, protests, or religious affiliations.

The answers to these questions are being tried and tested right now, developing more and more every day. No organisation can exist much longer without a social media policy at work, providing at least some directives on what can and cannot be said or done, joined or favourited, online by individuals for or on behalf of the group.

What are the risks?

It’s not just organisations that are changing. New technologies are changing the way we interact as individuals, and how we design, organise and document our lives. Gavin O’Carroll runs the Digital Health Service, a London-based consultancy which helps organisations get the best from their relationship with technology and monitors the well-being, positive or negative, in our relationship to the digital. He writes:

“Life is short, we don’t have any more time or energy than we did. For you and me, it’s not about more, it’s about more appropriate, more aligned to our passions, goals, beliefs”.

“Information overload is pushing us to ask what work, projects, organisations, movements, communities, people we should give our energy and attention to. Add to that exposure to low-value interruption (email, blackberry, iphones, always-on connectivity) which kills present-moment awareness and deep states of focus, leading to a slow burn of frustration, loss of confidence in your quality of work and – so people say – to depression. These then, are the risks”.

“It’s exciting to be able to engage with all these great people, these great projects and communities, but how do you make sure that your engagement is focused, not just superficial. How do you make sure you are not just an opportunity addict, making no real impact, getting no real satisfaction and being drained of energy in the process? How is our engagement with digital technology helping us become even more human?”

“For individuals, raising the quality and discipline of our interaction with digital technologies is crucial, and for social movements, respecting how people choose to engage, or not to engage becomes even more important”.

What’s next?

Many organisations are already taking the next step to collaborate with individuals online. Now that we all have the power to get engaged, create communities, collaborate on projects, participate in challenges and all the other opportunities for igniting innovation online, organisations are also able to tap some of those individuals in new ways. Namely, providing individuals who are actively promoting similar services or issues (or have already started championing the organisation on their own) with what they need (be it logos and messages, or just feedback and encouragement) to keep doing what they are already doing.

More and more opportunities appear every day for individuals to really become champions for organisations and causes in a dynamic way. As organisations become more open to using and then actually create social media strategies, it’s important that they highlight these individuals, support them, and thank them(!) for their passions and contributions.

A volunteer who comes to the office every Friday to help with general operating support is something most organisaitons can understand and have probably experienced. It’s a new world to imagine a volunteer who, usually without even contacting the organisation, spends time every week telling people about your work, why they should care, and how they can help. Tapping that passion and energy is important and providing those volunteers with the simple supports they need to more effectively support the organisation is invaluable.

The power is truly in collaboration, and the future is in making change together.