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The distinctive, and therefore wealth, a CIFRE is to combine a research activity and professional practice. In my case, this experience was particularly rich because the occupation has facilitated access to material analysis and has food for thought. If the theoretical discussion has not been neglected, a CIFRE remains strongly marked by the operational application for the business world. The position of facilitator of Economic Bretonne Diaspora, coupled with the nearby golf bretone diaspora, we can now offer a reflection on the collective management of content. For a company or other formal organization, which would sponsor in the issue of collective management of sites is still too rough. If the self-analysis is always difficult, it is an opportunity here to formalize some practical experience and to learn from. To highlight our approach, we compare it to a working definition of community management and current.
The community management in 2010, a marketing approach
Since late 2009, in the middle relatively small "social media", the management community has been a major noise. Little developed in the mainstream press, the subject is praised by independent consultants and companies that recruit through ads, usually in the course, "community managers". The subject is treated largely seen on blogs and niche sites, where each "expert" offers its own definition. Despite this apparent wealth, the day we devoted to the subject shows a certain poverty of speech and a tireless repetition of the same images, disconnected from any comments or numerical results. The mission of the community manager is reduced to a few tasks that deplete all the interest that can represent the community for an organization. In a nutshell, and to put it very simply, the community manager 2010 is a communications officer whose particularity is to intervene exlusively on the platforms of Web 2.0.
The definition proposed by Frédéric Cavazza is a pretty good starting point because it is precise and it synthesizes many elements included in the blogosphere. For Cavazza, community management is a function whose missions are divided in several roles. Cavazza, thereby highlighting the different skills and mobilized many tasks that generally fall on the community manager. Also, it is clear that this mission is not a person but more of a group whose common problem is to secure and ensure the " the presence of a mark in social media .
- The community manager is thus in close contact with the customer community, actual or future. It is the last link in a chain that links the management of a brand to its client base on the media social. Cavazza For the community manager's main task is to monitor and optimize the relationship between a product, brand, to its community of customers or users. It is a strategic player, who, in addition to account about his actions, is responsible for implementing the charter of communication and processes defined in advance by his superiors. If it evaluates the reputation of the mark (by what method?), They are also asked to force proposal to carry out corrective actions, eg in the form of contests.
Other roles of the civil community management are hierarchically superiors. They operate at a "strategic design for the community" and the technical infrastructure that will come to bear it. - The "community builder" to launch the community involved, that is to say, to "unite and enlist its key members.
- Then, the "social media planner" fits the marketing strategy of the organization and accepts the communication campaign for special media social media.
- Finally, the "social media analytics "is, in turn, an expert whose tasks are defined and collect key indicators used for the control of the community.
This shows how the different roles presented by Cavazza refer to positions and vocabulary already present in the business world. The chain is made to start consulting firm to go to production through quality. Nevertheless, the marketing and communication which, in this presentation, impose their organization. Web 2.0 is then perceived as a new channel of communication to which we must adapt existing objects. But the metaphors used not only to illustrate that new job. They betray a unidirectional or diffusionist, communication. This is not a stranger to some physical media used extensively (publishing, television, radio, mailings, etc..), But which we do not reduce the wealth of marketing. From this point of view, the potential of information technologies, especially Web 2.0 platforms, is underused. As things are presented, the technique, hear the platforms of Web 2.0, is folded and offers no resistance to adapt to the ways of marketing, which seeks through this to go Meet the customer communities. We could almost start to see a form of contempt in the way that technologies are discussed, for anything, do call into question certainties. We mention this because the items presented by Cavazza merely trace, without adaptation or questioned, the tasks already well established in the specialist services. The platforms of Web 2.0 are then perceived as mere communication tools, with all that entails passive dimension.
Alongside this professional approach to community management, there is a speech a little different, a sort of alternative more inspired. This second approach has the community manager as a leader who builds naturally around him a community. In this sense, the creative community manager is a charismatic, through its actions on the web, already attracts admirers. It becomes an ambassador associating his name with a brand and bring him some credit. This approach draws most directly sponsoring where brands are associated with public figures, athletes or actors. In this case, risk taking is high and uncertain return on investment. (For a recent example, one can cite the sponsors Team France during the football World Cup 2010).
These two approaches to community management, leave and see a form of resistance to change. Traditions, already well-established professions of marketing, are only adapted to the margin to invest the Web 2.0. The risk in taking this type of closed position without reconsidering its method of work, is to miss the interest of collective web and making investments in vain. By considering Web 2.0 as a support, marketing takes the ideology of the opinion leaders who spread their influence and bring the message to the mark. In For platforms of Web 2.0, things are more complex, since what may be perceived as a display space for individual advertiser is also a space for interaction, a framework for personalized use.
In both cases, it is clear that the question of means and levers for controlling a community remains. The action of the community manager is only briefly described and it boils down to watch-monitor and disseminate the message on the platforms of Web 2.0. Writing profile pages, collect fans, be read, it is sufficient evidence to obtain any legitimacy within a community and with the supposed opinion leaders? What the community management has taken there by doing so, addressing a community as is a client file? Faced with these "magic potions of 2.0", remember that the history of the Internet is more setbacks than a well-oiled.
The key to remember is that we do not totally control the reation of the meeting of technical and human. The same result is often confusing to both developers and for users. Also, Web 2.0, which includes a multiplicity of distinct and highly dynamic, must be approached with considerable caution.
characterize collective interest
marks for communities is a subject extensively treated. Thus, the tribal marketing (Cova), is to diversify the nature of the relationship between a customer and brand. The link is no longer as consumption of the product or service that the lifestyle and social relations that go with it. This lifestyle and these social relations, are also supported by other artifacts (jargon, attire, accessories, etc..) On which the advertiser has no direct control. With the multiplicity of actors, attachment becomes a socio-technical, thus promoting strengthening the relationship and therefore, loyalty to the brand. Following this, leave a mark or product returns, so as to leave friends, relatives, or habit. The essential point of this type of marketing is the requirement of loss of control. If the brand is trying to take leadership, it runs the risk of destroying the tribal dynamics. Community management in the current discourse is the opposite is required, with a community manager who is called to check his community, to mark it with his paw.
commitment schemes (Thévenot, 2006) provide an interesting interpretative framework to capture an essential property functions of marketing and corporate communications, and to try to articulate our collective approach to content. These two functions of the company is primarily a mode of justification in public. The communication activities take support on higher principles and general values. This increase in general can aggregate a large number of people, opinions or sympathizers. These same values are divided into visual identity, slogan, the commercials and the people chosen to represent the brand. This type of justification in public is again supported by technological tools of media mass. Television, radio or print can send a single message to a large audience. So this message must be simple and straightforward, understandable by most people. In this mode of communication, the exchange is asynchronous and evaluate a campaign after the fact, according to sales growth or by the evolution of reputation. The latter is then estimated through panels and samples used to produce the expected figures.
platforms of Web 2.0 have understood this logic. Therefore social platforms and more generally the web, promising advertisers to provide better audience segmentation for better receptivity of the message. The problem, already identified by some professionals who understand that it was not enough to adapt their work lies in the fact that we take the revenue from mass media to replicate them on the web. Why then speak of communities? How the brand, how the advertiser can effectively act on a community for him to get the message? How to manage a community, without having taken, other than it spreading messages?
We have seen how the Breton diaspora collective act in a system of justification in public. But this scheme does not appear as in conflict situations as part of a media event. This regime appears when the collective commitment, through their spokesman, directed outwards, with the desire to expand, with the desire to Enroller new allies. If the collective diaspora Breton communicate to the general public, that does not match their core business. They use this commitment to convince, recruit or justify their actions vis-à-vis those who do not know, vis-à-vis the general public. The overall value of the arguments raised in this context is trying to reduce distance and create a first link using generalities. But this is not the essence of the collective. A community is not built only on broad principles, and we might even say they are secondary. The core activity of a group, which makes it hold the responsibility of actions and objects that reinforce and maintain, in effect, the proximity of the members. In the previous chapter, the alignment details of this process gradually creating a collective interlocking relationships between multiple objects of different natures. Plans to resume Thevenot commitment is above all a system of close, by a plan of action familiar as these strong relationships and many are built. Examples of recreational activities recurrent exploration of a selection of newspaper articles, etc..
In this scheme of engagement, do not exhaust the technical systems, which may also be
relatives and for the creation of links. Web 2.0 platforms offer the opportunity to just get out of the way communication that characterized the Web 1.0 to increase the possibilities of links. The proliferation of tools enrich the forms of interaction, and permanent increase of the web creates a "corner" and areas of reduced visibility.
For a sponsor, it is necessary to be aware of these multiple modes of operation to capture the proper way to join the group. Commitment schemes can therefore distinguish between different ways of coping with the world, according to particular situations. The discourse of community management retains a posture which is what we usually looks to face an audience, an audience that is characterized by a large staff and very weak links. Moreover, the criteria used to define a community are often used to describe those hearings: age, gender, socio-professional category, etc..
In 2010, the novelty lies in how the marketing appropriates the community management. Because this function is not new, and some bloggers like to remind that the first web forums already had their community manager. Another difference lies in the professionalization of the function, which involves fewer volunteers and more fans paid professionals. The community management has long been at the heart of urban policy in educational programs. It was then densify the local social capital, that is to say, to bring the residents of a neighborhood or the same city. Many community building experiments were conducted to enhance the success of distance learning projects. It appears that the creation of links, through parallel trade, informal discussions and joint projects, significantly decreased the dropout rate of distance learning. In other words, the mere fact of knowing increases mutual trust and mutual commitment. In the business world, this modality is used in relational communities of practice become a tool for knowledge management (Wenger et al., 2005). Again, the proximity members allowing them to share best practices, formalize, or explore the area freely.
Finally, communities can be a source of innovation for formal organizations. Although they do not perceive themselves and the communities of innovation include the "power users" (Von Hippel, 2005). These people face particular problems, develop innovative solutions. These innovations can be described as craft or cunning, but they are sometimes taken by the manufacturers. Use cases envisioned by designers are never as heterogeneous as what users are facing. It is this asymmetry between the uniformity sought by the manufacturer and the heterogeneity encountered by users, as innovations are born. Manufacturers and users have not developed the same relationship to the object. The first maximize economies of scale while the latter customisent standardized one object to match their needs hyperlocalisés. This different perspective also explains, in some cases, advanced users freely reveal their innovations or exchange them in communities specific. The heterogeneity is conducive to innovation, especially when it is to associate and combine elements from different worlds, that is to say, different points of view. On this last point, we join the idea of peripheral participation as a source of innovation. The actor committed to the periphery of a group is also engaged in other collective and heterogeneous crosses worlds as well, thanks to innovations.
"In Other Words, Does user innovation tends to Be Widely Distributed in a world characterised byThe essential element of these examples is that the very concept of community based on sociability, a sense of belonging and can also be a form of collective identity, based also on localized activities. Free trade and close enough, then there is no community. Although generally open, a community is autonomous and therefore not very sensitive to messages that arrive from outside. Also, in an attempt to intervene in a community, to give weight to its position, it takes a legitimacy which is acquired only through participation.
users with heterogeneous and heterogeneous Needs
stocks of sticky information "
(Von Hippel, 2005).
Since the community to the collective
In the current discourse on community management, design of the object community remains approximate. Moreover, this view tends to exclude non-humans, gold, and this is an essential point of our thesis, this mixture of nature is precisely what makes wealth. For these reasons, explained in previous chapters, we use the collective term. This term introduces uncertainty about the nature of its components and it also introduces a higher dynamic consistent with the continuous movement aggregation. Because it distinguishes between non-humans, the discourse of community management has a surprising connection with the technique. If technologies are building communities of users or customers, they are nevertheless simple passive media of communication. This relationship is incongruous, even contradictory. Instead the technique is present in all forms of collective and participates in several dimensions.
Taking the web platforms as a starting point, communities are excessive positivity. Where there is technical communities there, but they nevertheless remain independent of technology. Under this approach, all user communities become equivalent because they are produced and thus corresponding to a type of platform. It is no longer necessary to characterize or distinguish these communities through their supply because it uses the definition. This way of thinking pushes supposed to do with communities.
With the concept of community size, we have tried to describe and distinguish these groupings. Same group can host multiple formats Community. In addition, we also showed how these formats are highly related to technical training and knowledge formats. A reading of relevant collective demands not leave out any of these three formats. Marketing, when he speaks of communities, considering in terms of audience. The academic literature suggests
generally, community marketing, two options: find an existing community or create one. The community building is a long and complex process, made of interlocking links, alignment, scaling and interlacing of disparate objects. The collective diaspora Brittany show how well they are attached to both sides on several technical platforms and how they accumulate different activities, different exchange formats. If a group is naturally asymmetric, leaders, or rather the members of the core, are not only masters provided on board, and they must deal with all other elements, human and nonhuman. A collective is a nesting continues links that are set up and are transformed. It's sort of bubbling activity and proliferation of links that sustain a collective. With technology, it becomes possible to monitor and interpret these traces. More a collective aggregates of different links, techniques, heterogeneous and distinct formats of collaboration, the more it solidifies.
Create a community or attach a work is neither easy nor quick. Achieving direct succession by his desire to exercise even more difficult because you have to play the various formats in the presence with all stakeholders. A narrow vision of collective failures inevitably leads to situations blockages, and examples abound. We are, for example, intervened on behalf of a large company whose services research and development have devised a community platform and designed with the objective to educate its customers save energy. So the technical platform which came first. Developed and tested internally, it has been optimized to meet specifications that resulted from the case of application envisioned. Once the platform considered compliant, it was put online and has been a communications campaign. That's when the problems arose in use, because the community actually remained absent as expected.
We are faced with a concrete case where technology, web platform, although "community" and "social" does not give rise to a community. The approach taken by this company is found among many other actors, including the error is to segment, set firmly and separate actors. The first segmentation is simply the design stage that is performed internally, as is the development and testing. If some "real users" are canvassed for a return, the publisher is mistress of all, and no dynamic community can take shape. One interesting approach that confirms nothing better success, for example, would be closer to group already engaged in energy conservation and / or 3D worlds for the interest in the project. By isolating design practice, we eliminate situations conducive to building relationships, both social and technical. Exploit open source technologies, or opt for a "green hosting" could be another way to create the link.
collectives Breton diaspora are not exempt from this type of case. When Locarn Institute launches its Business Intelligence platform, the business model is already designed and materialized in the heart of the platform, with processes included in the code. That once the collaborative platform tested and validated by the designers that the question is asked contributors. Any recruitment that follows is then training people to make them fit the mold of the contributor. The result is a significant number of discharges and sustained interest from people other than those initially targeted. Unlike a formal organization, which agreements, contracts or legislation, are means to establish an authority, the collective web that are regulated by local agreements. Past
discussion, negotiation or compromise, it is often the defection (Hirschman, 1970), especially when there are few links in place to strengthen the future relationship. These remarks on the role of technology in the relational allow to return to one aspect of "community management 2010 version. This role is sometimes presented as one that humanizes the relationship supported by the tools. The community manager must master the web 2.0 platforms, but without computer skills. It must be a communicator, a graduate business school if possible, but it should certainly not be a developer, just an advanced user. This distinction of roles and skills is putting the technical background. Therefore we propose to use instead of community manager, the name of socio-technical engineer is to say who composed the collective. The socio-technical engineer tackles on the same line, human and non-human, social and technical, in particular to optimize the coupling between the elements. Given the special role of technology in the Web community, the detailed understanding of technical processes is an asset. The socio-technical engineer should be able to "read" the technical formats, understand the code paradigms own platforms to make adjustments and align the various formats. If requested to community management to recruit and bring together a core group for the community, it must also select and dial technical bases. These two actions must take place at the same time, the risk of misalignment. And, just as it is possible to establish codes of conduct, charters or good practice, the relationship to technical subjects must be able to do the same. The choices must be made in common and can be challenged. Remember that the principle of a collective is not to prejudge, nor nature nor the competence.
choices and decisions about the communication tools remain an opportunity to solidify the collective, which is ultimately only able to assess the relevance of a technical proposal, especially in the abundance of offers. If bloggers describe a community builder who throws communities they appear thereafter live for themselves, exploiting the inertia of the launch, while retaining their shape and dynamics. However, and this is what we showed, a community, like any group, requires constant attention and maintenance special, otherwise it may fall apart. She
eg need intermediate objects (Vinck) that embody trade. Circulation and renewal of membership in a community are usually a sign of vitality, and this applies equally to technology. The community manager becomes a socio-technical engineer, a composer collective. The latter role is not to become a leader, or lead the group, but to participate directly in activities ensuring introduce ever more novelty. These innovations are not introduced for a specific purpose but simply to elicit reactions, without implying the direction it might take. What strategy
animation?
The community management, as discussed in the blogosphere, is dealt with reduced vision that sets aside some key properties of the object. The purpose is not to support the idea that the collective would have nothing to offer web marketing.
The argument is that it must take more distance and must accept the non-mastery. In other words, a sponsor who is looking for a community to enhance its reputation has a lot of risk to obtain the opposite effect.
The idea that we wish to highlight is that any productive action performed with a group requires the autonomy of the latter. A group does not live in captivity. In this situation of uncertainty, it remains the sponsor to design a meta-strategy to ensure the loss of control. We speak Here meta-strategy because there is no recipe for achieving a goal. The common mistake is to want to manage a collective to take him to a specific purpose. But this approach requires the establishment of means for monitoring, assessment tool, which comes against the principle of autonomy. Sponsors, especially businesses, imagine, wrongly, that the collective web work with patterns identical to theirs. Commitment schemes can again help to deepen the distinction. If the marketing activity tends more towards a system of commitment justification, then the strategy tends towards a system of action plan, the actor in all his rationality. The strategy is a plan constructed to achieve a goal, using available resources. The Plan of Action Plan is to be calculating and rational, the key issue is coordination of resources. Sometimes a group may adopt the plan of engagement. This is the case, for example, when the Britons in New York are organizing a series of concerts and events. But this phase is not the essential characteristic of the collective, nor its purpose. The collective lives locally, regular physical meetings and online activities or the releases are reduced. This way to go, interact, the system is in a close engagement, where the proximity of any nature whatsoever, builds and strengthens relationships.
Adopt a meta-strategy
The spring is therefore essential for a collective system of close, a form of familiarity, where the routines and habits govern. The group is distinguished by a local contact, a coupling which is particularly suited to the situation and we can therefore easily replicated elsewhere. The scheme will strengthen the close ties, to expand the neighborhood without the need use permanently mounted to generality.
For a sponsor, the strategic approach is risky, and should therefore focus on a repertoire of postures, without closing some criteria on the conditions for collaboration. By reducing the intake of a group selling a product or reputation of a mark, the risk of disappointment is high because it is exceedingly difficult to take a group on a defined route. Also, it is preferable for a sponsor to come up with ideas flexible and agile, that are not too preconceived. Collectives, and nearby regime, are more alert in the exploration in projects. A sponsor, consider the case of a company that focuses on innovations developed by a group (Von Hippel), will naturally try to optimize the process by stabilizing and aligning strongly mediators. In doing so, the sponsor reproduces its own patterns of thought and invariably impoverishes the exploratory ability of the collective. Communities of practice in business demonstrates their ability to explore the field of knowledge, the community coordinator and works to protect his community schemes of the company. In the case of marketing, the strategy is working as it is manage the company's website, or organize competitions through promotional sites. With Web 2.0, it is willing to lose control and move forward in an uncertain environment. Feeding a profile page on Facebook does not fall under the same supervisory requirements that a web site developed by a provider under contract. In the presentation of community management made at the beginning of this chapter, the community manager is at the bottom of the hierarchy and is responsible for implementing the strategy thinking in the higher spheres. But
how to apply a policy to a world that we have not mastered any evidence? The model Strategic is linear, that is to say that it defines a way to achieve an objective and produce the desired effects. How to hold a trajectory in an environment as dynamic and uncertain than that of Web 2.0? If there is no continuous adaptation to changing convolutions of the land, the approach is doomed to failure. Act firmly follow its plan and apply it to others is at best a risk of rejection of the collective, and at worst, a risk of destroying the dynamics of the collective. Addressing a group to handle it is to forget that this is an autonomous body particularly reluctant to order, especially when they come from outside. On some forums, for example, it identifies ways of protection established by the collective. Thus, promotional messages are allowed only for members with a proven investment. If a peripheral member or external to the group involved in shifting and too insistent, it is banned. The effect is so opposite to that sought by a sponsor. If a group is open and dynamic, it is nevertheless able to identify attacks and react to protect themselves. Some Diaspora Knowledge Networks provide an illustration of the failure of these strategies. Throughout the 1990s, government National has invested in equipment and human resources to leverage their scientific diaspora in local development. JB Meyer details the weaknesses and limitations that have led these organizations to abandon their project. It calls for these initiatives a form of co-development in which the sponsor, which provides resources, is not he who select or putting them into effect. This type of cooperation requires a high level of mutual trust. When Meyer calls to overcome the inherent limitations of DKN, multiplying mediation is a way to highlight the myriad assumptions that must coexist. This method pragmatic way to accept uncertainty, to experiment in parallel, creating the local link. More than designing end to end, it comes to exploring and consolidating rapidly stepping forward. The approach is decidedly non-modern, uncertain and uncontrolled.
The dynamic open source can serve as an inspiration to design this meta-strategy. FOSS proliferate, giving rise to branches, alternate versions. Stop some projects and others continue to participate as it the common good. In a multitude of projects emerging, only a few stand out with their hand function innovative. Therefore, the ballistic metaphor, we prefer that of the ecologist who is constantly faced with a multitude of choices and policy options, but none is naturally superior to others. The ecologist seeks to maintain some diversity and focuses on the relationships that develop between the various elements in place. It supports more than he runs, he demonstrated an ability to listen. He may choose to protect their environment and keep as is, to keep it or to intervene more directly. He can then introduce new components or perform hybridizations. The ecologist bases its approach on the analysis and observation, it also has a very good knowledge of land, properties and actions of each component.
This posture helps to understand the collective and sponsors-community relations-knowledge-
technologies as a living environment where elements feed each other. The ecologist, except perhaps in exceptional cases, is not a policy of "clean slate", he thinks in terms of colonization and anticipates the growth of each basic element. The changes are progressive and adjustments are carried out step by step, in agreement with the environment he is retained. As the naturalist, the composer collective observed, empirically, the conditions and the neighborhoods more conducive to hybridization, cross-fertilization. Technical formats, community and knowledge are the tools of observation and levers on which it is possible to intervene. The work of the ecologist is to promote cross and lively environment, maintain habitat without capturing the collective.
This posture of the ecologist is not inconsistent with the action of monitoring assigned to community management. Instead, to ensure a good understanding of socio-technical engineer is setting up monitoring arrangements that produce information flows to monitor in real time. But approached as a business day, it only allows to manage the crisis after the fact, and not anticipate it. But the continued flow of information can be stored and analyzed, however, to supply a more lengthy. If the day calls to observe and react quickly, the long-term observation can identify certain patterns and grasp the essential properties of the collective. These data also provide consolidated and the collective reflexive tools that reinforce its autonomy. If it does not impose its vision, the composer collective however, must accept that it is a mediator in its own right, with a place in the collective. But instead of directing the group toward a goal, it must act primarily to increase life expectancy.
| Strategist | Ecologist |
| built his model | Discusses ahead and meets with members of the collective |
| Imagine and starts instead of the user | Selects and consists |
| Directs and monitors and adjusts | Redirects |
| Anticipates effects | forward and connects |
| Retains | Revises Guidance and negotiates |
| - Project Management | - Neighbourhood |
| - | linear approach - Approach discursive |
| - Development cascade | - Extreme Programming |
| - Resources | - Components |
| - Predation / Producer | - Protection / exchange |
| - Efficiency | - Diversity |
| - Performance | - Balance |
| - Description | - Dynamic |
Figure 1: Strategy vs. ecologist.
Equip plurality and uncertainty
The socio-technical engineer, the composer collective, is not there to enforce or implement a strategy that would affect the collective benefit one-third. As we imagine the composer collective is paid by a sponsor. We prendronscomme example of a business sponsor, but other sponsors may exist. According to the "meta-goals "Sponsor, the socio-technical engineer will be required to adopt several postures. Although paid by the sponsor, the socio-technical engineer is part of the collective and therefore may propose and devise internal strategies as a member. The collective may be seen as an experimental environment that works through a series of trial and error. Following these experiments, the group incorporates some innovations and abandoning certain practices. If he can possibly have a vision of itself long term, the collective small steps. So the whole mission of the socio-technical engineer that prepared the ground and for that he can use in monitoring the group and an observation through formats. For if the socio-technical engineer is not in place a strategy of capacity, it can still act on the collective, as well as other mediators. If he can lead the group, however, it can provide guidelines, open door, all in conjunction with the sponsor. The Composer Collective adopt multiple postures to cope with a plurality of reasons. The group outside of a convention, no reason is superior to others. These positions define different ways of acting and how relational according Descola (Descola, 2005) are particularly interesting in this aspect. The four ontologies (Animism, Totemism, Naturalism, analog) are articulated according to a principle of difference or similarity of interiority and physicality beings. These four ontologies, in which it is possible to spread civilization, combine with six forms of attachment (exchange, predation, Don, production, protection, transmission).
In this model, what we call the modern (at the base concepts of nature and culture) are characterized by the naturalist ontology. The modern stand by their inner beings, depending on whether or not possessing a soul. In this ontology, the production ratio is very present. Humans transforming the raw material to produce things and drive growth. In the same posture technologies producing communities and use the product offering. The production includes a dissimilarity beings producers of those products. They are detached from one another. In cases where communities of practice described by Wenger, the collective product of experts, who work for the sponsor. But the description of community coordinator (Wenger et al., 2005) can be seen in a protective posture. The coordinator seeks to maintain the special atmosphere, it protects the community schemes of the sponsoring company. In this relationship, protection may suggest a form of weakness, but
"protection is not a model of control range with a touch of compassion. It requires admitting the relativity [the] role as [ilaccompagne] life, while being responsible to properly support. (Boullier, 2010).As an obstetrician, the composer attended the collective work, it preserves the adequacy of the medium to the task.
Staying in the business world to illustrate the relationship of predation, a third form of attachment between similar objects. A few years ago, the French pharmaceutical industry was not as concentrated and competition was still a value associated with capitalism. Some large companies officially supported a network of smaller local companies, and more or less competitive. But those big companies retained the right to take any time to an interesting (idea, company, person, patent, etc.). It is from this posture that predation is suspected in the major industrial innovation failure, when they join the regional competitiveness clusters.
Of the six modes of attachments offered by Descola, protection seems most appropriate to describe the relationship with the community. The guard is also the one who pays attention to the collective, and that's what qu'identifient Levrel Cardon and from their observations of Wikipedia. It usually refers Wikipedia epistemic community, that is to say a collective engaged in the production of knowledge. These are usually the result of exchanges between experts and novices. Traces generated during problem solving can be consolidated and monitored asynchronously and distant. From the method Jacotot, the authors propose a totally different approach. They show that Wikipedia pages are not written by experts, but mainly by novices and amateurs who produce a large number of quality items, even on subjects they have not mastered. The discussions that take place around the pages are intended not so much to certify the quality and accuracy of the content, just check that each argument obey instructions. Wikipedia has established procedures for managing conflicts and rules, ie conventions, for writing articles.
Intelligence in Wikipedia "does not proceed not an addition of knowledge, or any other rule of composition of individual knowledge, but the collective attention that puts everyone to prove his intelligence by ensuring that all make the same effort "Wikimedia product, not because they form between them a host of experts on all subjects, but because they bear a mutual attention. The procedures used to justify and normalize the content of articles and type of legitimate argument. The buddy is a way to maintain a certain quality level. This remark is similar positions Jean Lave in arguing that knowledge production is finally a "purpose" (produced?) Social relations. We are getting closer and the system of close engagement as a means of knowledge production. In terms of knowledge production in the collective model of attention becomes an attractive alternative to model the spread. But in a world where information is abundant, it is attention that is becoming a scarce resource (Boullier, 2009). Applied to the socio-technical engineer, mutual monitoring concerns both humans and nonhumans. Composer
(Cardon and Levrel, 2009 ). The community of contributors
worlds common is playing with the diversity of collective and thus to maintain. This diversity is one of the essential principles of any group. The market economy and liberalization tend to promote concentration, too, the socio-technical engineer comes to the collective legislate in favor of a principle of multiplicity. Compose a collective work is therefore a balance. If the alignment is a way to solidify the collective, he pushed to the extreme risk impoverishment. There is no recipe, because no situation is never similar. However, forms of attachment Descola could perhaps be a first list of ingredients. The Descola proposed program is proving very challenging to address this notion of collective and composition of common worlds. We have unfortunately discovered too late to exploit the advantage.
To summarize, the basic choice is to achieve greater alignment between the collective and solidify keeping the same course, or to introduce diversity to grow and expand. Because it balances these two issues and he knows the expectations of the sponsor, the socio-technical engineer is the obstetrician who brings out an agreement. Aligning a collective hardens, making it stronger but also more specialized. Plus it is defined, the group becomes more efficient, it produces things, but in an uncertain world, it also becomes smaller. By choosing the heterogeneity, the group expands, it flourished, with the risk that some initiatives do not last, be dismissed. Must specify the style and dig in the same direction at the risk becomes greater than one dimension and aggregate the other?
The socio-technical engineer is one who will be able to field enough while bond and optimizing the coupling. As custodian of diversity, he accepts a plurality of posture and doing its best to maintain them, it is not there to make judgments but to serve as an interface between postures, sometimes competing, but complementary.
directory Composer collective actions
• create opportunities for link creation
• maintain and strengthen links with intermediate objects
• introduce new tools and new technologies •
recruit members, promoting integration within the collective
• introducing new ways of doing
• explore, test
• select
• identify existing formats
• monitor the collective
• Offer tools reflexivity
• make visible the properties of the community dynamics, asymmetry, heterogeneity
• compose a socio-technical fertile
• integrating new players, forge bonds, (bounding)
maintain heterogeneity
• • • inform the sponsor
postures and propose policy options to the collective
Figure 2: The collective actions of the composer.
Conclusion
activity that we conducted between March 2006 and December 2009 is not for sale, or brand management, yet it has built an original composition of the group, which breaks sharply with the vision of community management. The richness of the land, added to the theoretical offers to expand the prerogatives and the recent design of community management. The socio-technical engineer, who takes the place of community manager, is equipped to uncertainty. Each decision is faced with a plurality of choices. His technical skills allow him to address the same plane of social relations and technology, so they self-feed and reinforce each other. The group are characterized by their heterogeneity, ie the ability to coexist in many worlds, and by a certain plasticity, which is the ability to transform themselves, to question it.
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