In the final chapter of Here Comes Everybody, Shirky writes that there are three things that must exist before collaboration can happen: promise, tools, and bargain.
- Promise: reason people get involved in collaborations
- Tool: facilitators of such collaborative work
- Bargain: the rules and expectations of the collaborative group
It is when all three of the requirements are properly met and executed that a group succeeds in collaboration. In my section, I will be focusing on the bargain aspect and also touch on the complexities of collaboration.
A bargain defines the expectations of a group so that everyone can agree and follow accordingly. A successful bargain is one that is “a good fit for both he promise and the tool used” (261). Sometimes the bargain is simple, as in the case of Ivanna’s phone Shirky discusses in Chapter 1. Social networks come with more intricacy. In Flickr groups, there are intricate rules about posting that users must observe. For instance, you are not allowed to post pictures if you do not comment on the two previous images, and you must wait before making multiple postings. This is to combat Tragedy of the Commons, the temptation for user to post their work for potential viewers, but not bothering to pay attention to anyone else’s photos. Alan Page Friske refers to this phenomenon as “equality matching,” where the most talented members of the group don’t get much more attention than the least talented” (276).
This week’s readings, “Failure is Free” by Clay Shirky and “Code is Speech” by Gabriella Coleman, discuss the importance and the success of the open source system in current society. First I will review the logic behind an open source system and why/how it has become such an integral part of how we manage and structure our organizations. I will then go over the issues that surround this rising system.
In chapter 10 of Here Comes Everybody, Clay Shirky discusses the logic of publish-then-filter than has emerged from the evolution of the open source system. This new method has been enabled by the idea of “failure for free”. Shirky explains this using the success of Stay At Home Moms (in chapter 8 of his book). Like any group formed on the Web, every Meetup group faces the problem of balancing specificity and size. In other words, each group wants to create a sense of local community and shared interest without being too general or too specific. An ideal group would exist right in between the generic and the specific—something achieved by the Stay At Home Moms (which can be demonstrated by the success of the group). How was this achieved? Did Meetup know that this would be such a big hit? The process of such group formation is actually quite ironic. Meetup uses an untraditional methodology in which they “do best not by trying to do things on behalf of its users, but by providing a platform for them to do things for one another (Shirky, 235). This seems to be reversed customer service—doing the least possible to serve the users, and instead leaving it up to the users/consumers to communicated and serve themselves. This leaves much room for failure as one may predict. Most groups fail due to a lack of interest by users (too generic, too specific, too boring). The user’s judgement is highly valued because the rise of groups is not a business decision, but a by-product of user behavior. As Shirky writes, “Meetup is succeeding not in spite of the failed groups, but because of the failed groups” (236). This is simply because failure is free. Through trial-and-error systems such as Meetup, successful groups such as Stay At Home Mom are born.
Danah Boyd examines the phenomenon of mediated public life, what kind of characteristics it has and how it is different from traditional public life. Today’s youth engaging in public life through social networks sites like MySpace, Facebook, and Bebo. In his article Boyd examines “social dynamics of mediated public life” in order to understand the role of technology in shaping public life. Continue reading