Post on 27-Jan-2015
description
The Smithsonian CommonsVast, Findable, Shareable, Free
for UGame ULearn
UGame Ulearn 2010TU Delft Library and DOKLibrary Concept Center, Delft, NL3/31/2010
Michael EdsonDirector, Web and New Media StrategySmithsonian Institution, Office of the CIOedsonm@si.edu | @mpedson
Preamble
• Twitter @mpedson • UGame Ulearn twitter hashtag #ugul10
Flickr: Ugame• Slides and documents:
http://slideshare.net• Smithsonian Web and New Media Strategy wiki:
http://smithsonian-webstrategy.wikispaces.com• Coming soon: http://www.si.edu/commons• Note: I’m not an official spokesperson for the Smithsonian
Institution !
The Smithsonian Institution
Smithsonian Strategic Plan
Four Grand Challenges
Smithsonian Secretary G. Wayne Clough
Smithsonian Strategic Plan
1. Unlocking the Mysteries of the Universe
2. Understanding and Sustaining a Biodiverse Planet
3. Valuing World Cultures4. Understanding the American
Experience
Four Grand Challenges
Smithsonian Strategic Plan
1. Unlocking the Mysteries of the Universe
2. Understanding and Sustaining a Biodiverse Planet
3. Valuing World Cultures4. Understanding the American
Experience
Four Grand ChallengesStrategy
Schmatergy! We’ve seen strategy
before!
A GenericHumbug
Smithsonian Strategic Plan
1. Unlocking the Mysteries of the Universe
2. Understanding and Sustaining a Biodiverse Planet
3. Valuing World Cultures4. Understanding the American
Experience
Four Grand ChallengesStrategy
Schmatergy! We’ve seen strategy
before!
A GenericHumbug
No! This is about solving big hairy problems— ”work that matters” (via @timoreilly)
Empower citizen-scholars!
Blend assets w. new technology!
Solve big complex problems!
Interdisciplinary collaborations and
partnerships!
InterdisciplinaryCollaborative
Entrepreneurial
“Innovative informal education” !!!
“Use our vast resources for the public good in
the midst of unceasing change”
c
This is big, audacious, important stuff.
This is work!
This is relevance earned through a job well done.
First order questions
• Where is this work going to take place?• What kind of organization, infrastructure,
platforms will be needed to support it?• What is the organizational change model?
How will change happen? What will it look like?
First order questions
• Where is this work going to take place?• What kind of organization, infrastructure,
platforms will be needed to support it?• What is the organizational change model?
How will change happen? What will it look like?
“You know Michael, this strategy is just the part of the iceberg you can see above the water. Everything below the waterline is change management.”
Leo MullenCEO, Navigation Arts
Something strange is going onwithin our institutions
Chris AndersonFree, the Future of a Radical Price
Chris AndersonFree, the Future of a Radical Price
Huh!? Duh!
Huh!? Duh!
Thermocline(a metaphor)
Stratified water temperature acts as a barrier
Knowledge, communication,action models are different
Management
Practitioners
Thermocline(a metaphor)
Messages get distorted, lost
Thermocline(a metaphor)
Messages get distorted, lost
Thermocline(a metaphor)
Thermocline Issues define the change environment and explain why the
commons is such an important idea
Thermocline(a metaphor)
Urgency
Thermocline Issues
Complacency
John P. Kotter, A Sense of Urgency
In exchange for publicfunds and public trust,
museums shoulddo work
for society
Thermocline Issues
Museums are for…
What could you accomplish with$1b /year for 50 years?
Institutions built onthe model of
social entrepreneurship:
Think Big,Start SmallMove Fast
Thermocline Issues
Institutions built onthe model of
enduring wisdom*
We can move slowlybecause wisdom endures
*Via Peter Schwartz, GBN
Thermocline Issues
Focus on innovation/discovery
inside the Institution
Catalyze innovation/discovery
outside the institution
Joy’s Law: no matter who you are, most of The smartest people
work for someone else
Thermocline Issues
You can managetechnology and content
separately
The most interestingecosystems are
in “border habitats”between the two
Thermocline Issues
Fixation on Web 2.0and Social Media
Thermocline Issues
The Web is a bigger megaphone
The Web is a fundamentally new
way of gettingthings done
Thermocline Issues
“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and
to take collective action, all outside the framework of traditional institutions and organization …Getting the
free and ready participation of a large, distributed group with a variety of skills has gone from impossible
to simple.” Clay Shirky
Thermocline Issues
Make money, nowBuild an ascendant brand
by“doing work that matters”
Tim O’Reilly http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
“Once [the Smithsonian] has increased user base 100x or more, many other possibilities open”
Carl MalamudPublic.resource.org
Thermocline Issues
The Desktop Internet 3.5 Billionmobile subscribers
Thermocline Issues
The Desktop Internet 3.5 Billionmobile subscribers
Moore’s Law meansthese things will be 20X
More powerful in a few years...It’s going to get FREAKY!
Thermocline Issues
The Desktop Internet 3.5 Billionmobile subscribers
Moore’s Law meansthese things will be 20X
More powerful in a few years...It’s going to get FREAKY!
Gardeningchange model*
Build a platform &cultivate Web 2.0
As a way of thinkingabout work
Thermocline Issues
Manufacturingchange model
“Lets Build Product Xand be done with it”
* Via Josh Greenberg, NYPL
Your users are heroesIn their own
epic journeys
Thermocline Issues
Provide servicesto passive audiences
Your users are heroesIn their own
epic journeys
Thermocline Issues
Provide servicesto passive audiences
Smithsonian Web and New Media StrategyThe updated Learning Model
Old Learning Model
New Learning Model
Old Learning ModelNew Learning Model
Your users are heroesIn their own
epic journeys
Thermocline Issues
Provide servicesto passive audiences
Kathy Sierra
Thermocline Issues
These thermocline issues..Urgency Velocity Web 2.0 fundamentalsThe mobile InternetMoore’s lawand the changing workplace…
Thermocline Issues
…should be at the core of any responsible discussion of public institutions—knowledge institutions—and our role in the culture.
Thermocline Issues
…should be at the core of any responsible discussion of public institutions—knowledge institutions—and our role in the culture.
What is our work, and how should we do it?
Relevance
Relevance
Note: more detail, text, footnotes, links related to the following slides are in the paper Imagining a Smithsonian Commons• http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
Relevance
http://www.youtube.com/watch?v=N5x4Sga0d1s
Q: Have you ever visited a Smithsonian Web site?
Relevance
Unexpected Rivals in Google Search
Google Images
Wikipedia
Ocean.com
Discoveryeducation.com
NASA
Enchantedlearning.com
Relevance
Unexpected Rivals in Reach
Enchantedlearning.com
si.edu
discoveryeducation.com
ocean.com
Google ImagesWikipedia
Ocean.com…so much more reach than SI
that we don’t even show up on the graph…
Relevance
Unexpected Rivals in Reach (July – Sept, 2009)
Enchantedlearning.com
si.edu
discoveryeducation.com
ocean.com
Relevance
Unexpected Rivals in Reach (July – Sept, 2009)
Enchantedlearning.com
si.edu
discoveryeducation.com
ocean.com
Enchantedlearning.com is a two person team,
with more online reach than the world’s largest museum and research
complex!
Relevance
Traffic Trending Down
si.edu – 4% reach Wikipedia.org + 8% reachMoMA.org + 12% reachnpr.org + 20% reach
Relevance
Brand Identity
Brandtags.netWe are the 560th of 928 brands
Relevance
We’re competing with… everybody!
Relevance
We’re competing with… everybody!
Relevance
We’re competing with… everybody!
http://www.youtube.com/watch?v=FNXahIoXMw8&playnext_from=TL&videos=wEF3FIOIjaU
http://flickr.com/search/?q=spaceshipone&w=all
Relevance
The Demographic Tsunami
Ages 12-17
Ages 18-29
Ages 30-38
Ages 39-48
Ages 49-60
Ages 61-69
Ages 70+0
10
20
30
40
50
60
70
80
90Online Content Creation by Age
Internet users
Per
cen
tag
e
November 2007 data: Pew Internet and American Life Project
Relevance
The Demographic Tsunami“Everything we hear from people we interview is
that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
Lee RainiePew Internet and American Life Project
Relevance
Collaborative Model
“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and
to take collective action, all outside the framework of traditional institutions and organization …Getting the
free and ready participation of a large, distributed group with a variety of skills has gone from impossible
to simple.” Clay Shirky
Relevance“The Smithsonian is not
an Institution that understands me”
From focus group withBay Area millennials, 2009
“Surprise me!”
Relevance
The Demographic Tsunami“Everything we hear from people we interview is
that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
Lee RainiePew Internet and American Life Project
Relevance
The Demographic Tsunami“Everything we hear from people we interview is
that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
Lee RainiePew Internet and American Life Project
Do we behave, manage, and sp
end money
as if we believe this is
true?
Enter Web and New Media Strategy
Smithsonian 2.0
Smithsonian 2.0
Process: Workshops to Wiki
Process: Workshops to Wiki
Process at-a-glance“The main intent of the workshops is to move relevant
information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.”
Process: Workshops to Wiki
Process: Workshops to Wiki
Process: Workshops to Wiki
As participants are speaking, what they’re
saying is being typed and saved on a public wiki
Process: Workshops to Wiki
“What I say really matters (because I know it will be
seen/heard after the meeting ends)”
Process: Workshops to Wiki“Not everything that matters will get said in the next hour by the people in this room.
The wiki encourages thoughtful synthesis and new
ideas”
• Faster than traditional committee-driven process (Time is the enemy)
• Increase size of brain trust (Joy’s Law)• Improve the odds for change• Improve odds for execution (public promises not easily
forgotten) • Outside champions more likely to support “commons” goals
than status-quo insiders• Walking the Talk vis-à-vis crowdsourcing and innovation model• “You get what you practice”
The advantages of public, transparent, and fast
Very important slide!
Web & New Media Strategy
External Mission
BrandLearning
Audience
Internal InterpretationTechnologyBusiness ModelGovernance
This is a document that is supposed to DO WORK
Aspirational and achievable
Web & New Media Strategy
External Mission
BrandLearning
Audience
Internal InterpretationTechnologyBusiness ModelGovernance
This is a document that is supposed to DO WORK
Aspirational and achievable
Web & New Media Strategy
External Mission
BrandLearning
Audience
Internal InterpretationTechnologyBusiness ModelGovernance
This is a document that is supposed to DO WORK
Aspirational and achievable
Web & New Media Strategy Structure
• Three Themes– Update the Smithsonian Digital Experience– Update the Smithsonian Learning Model– Balance Autonomy and Control within SI
• Eight Goals External Mission
BrandLearning
Audience
Internal InterpretationTechnologyBusiness ModelGovernance
Each Goal has specific program, policy, and tactical recommendations
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
What is a Commons?
A set of resources maintained in the public sphere for the use and benefit of everyone
What is a Commons?
What is a Commons?
The Anti-Commons…
What is a Commons?
An organized workshop where raw materials can be found and assembled into new things.
What is a Commons?
Note: more detail, text, footnotes, links related to this topic are in the papers Imagining a Smithsonian Commons• http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
and
Museum Commons: A professional interactionhttp://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
12 dimensions of a commons
12 dimensions of a commons
1. FederatedAssets from separate databases or repositories are presented together, irrespective of what organization or department they came from
12 dimensions of a commons
2. Designed for usersToolsets to allow specific user groups to effectively use the combined collections and data
12 dimensions of a commons
3. FindableSearch and findability are strongly emphasized
12 dimensions of a commons
4. ShareableThe architecture of the commons emphasizes persistent URL's and linking/embedding tools that enable and encourage sharing
12 dimensions of a commons
5. Reusable: Intellectual property policies are uniform and clearly stated
12 dimensions of a commons
6. FreeAssets are free to access and use
12 dimensions of a commons
7. Bulk downloadThe commons platform provides for bulk download of assets
12 dimensions of a commons
8. Machine readableAssets are presented in machine readable formats
12 dimensions of a commons
9. High resolutionAssets are made available in high resolution and not unnecessarily restricted.
12 dimensions of a commons
10. Collaboration without controlThe commons platform, through a combination of the attributes above, enables collaboration and research without the necessity of formal contracts or agreements.
12 dimensions of a commons
11. Network effectsCommons platforms are designed to take advantage of network effects from user contributions
12 dimensions of a commons
12. The Public DomainParticularly for collecting institutions, understanding and advancing the public domain (U.S. law) or “CC-0” (Creative Commons “zero”) is, or should be, a core activity
12 dimensions of a commons
Later, encapsulated as Vast, Findable, Shareable, Free… (stay tuned)
How do we talk about this?
How do we talk about this?
What does this mean for staff and users?
How do we talk about this?
What does this mean for staff and users?
A lot of Thermocline topics here, which we know can be confusing and devisive…
Huh?
Huh?Let’s Build a
Prototype!
What’s a Prototype?
An audio-visual presentation that shows the attributes of a fully completed Smithsonian Commons as seen through the eyes of our users.
Let’s Build a
Prototype!
What’s a Prototype?
Push / pull between understanding what this thing is and understanding how to sell it
Let’s Build a
Prototype!
http://smithsonian-webstrategy.wikispaces.com
The Smithsonian Commons Will…
http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Addendum+-+The+Smithsonian+Commons+Will
Conceptual Development: “Low Rez” Wireframes
Conceptual Development: Paper Prototypes
To maximize speed and promote the values of prototyping (as opposed to polished end-product development) we put rough process videos (via YouTube embeds), storyboards (via Scribd embeds), scripts, notes, comments…all on a public wiki. For example: http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Story+2+-+Teacher-Family
The Attributes of the Smithsonian Commons
VastAnyone in the world can have access to the whole Smithsonian, including access to deep collections and the vitality, curiosity, and creativity of our staff, visitors, partners, and our extended global community. The Smithsonian is at the center of an amazing network of ideas, collections, and people. No other institution can offer so much to so many.
FindableThrough the Smithsonian Commons the vastness of the Smithsonian can be discovered because search, navigation, and the overall user experience is about helping people to find the content they’re interested in, in the ways they expect to find it, including through recommendations and comments by staff experts - - and visitors - - external search sites, and social networks.
ShareableSharing is the foundation of collaboration and learning. The Smithsonian’s impact can be greatly amplified if what we have and what we do is easy to share. The Smithsonian Commons is about catalyzing creativity and innovation by encouraging the use and re-use of our collections and expertise for work and pleasure, in social networks, on mobile phones, and in the classroom, workshop, and laboratory.
FreeThe Smithsonian is built on the idea that the tools of discovery and knowledge creation should be available to all, and the Smithsonian Commons will be built on the idea that free, trusted, high-quality resources can create a lot of good in the world…
Art is the lie that helps ustell the truth
Pablo Picasso
The prototype…
Screen capture from Smithsonian Commons prototype(coming soon @ http://www.si.edu/commons)
Trailhead
• The Smithsonian Commons Prototype– http://www.si.edu/commons (coming soon!)
• Strategy Process– http://www.slideshare.net/edsonm/michael-edson-mcn-09-smithsonian-web-and-new-media-strategy-drivers-pr
ocess-and-execution• Strategy Wiki
– http://smithsonian-webstrategy.wikispaces.com• Imagining a Smithsonian Commons
– Paper, ppt, link to video at http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
• Formal paper about the strategy & process– http://
www.slideshare.net/edsonm/michael-edson-the-smithsonian-web-and-new-media-strategy-what-it-is-how-we-made-it-and-why-it-makes-a-difference-3656578
• Paper about the attributes of a commons– http://
www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
• Thermocline, process maturity, other presentations/papers– http://slideshare.net/edsonm
• Twitter: @mpedson, #si20
Thank You!!!