1. Learning in White Water CompanyCommand: A Peer Production Case Example

2. Agenda Who are Company Commanders? CC Founding Story Distributed community space online: Content, Conversation, Connections The Model DARPA’s iLink

3. Highly dynamic environment A Strategic “Practice” Decentralized Operations Where strategy is operationalized High Level of Authority & Responsibility Every Soldier is in a company— about 120 soldiers per company Complex, rapidly evolving enemy Implementing agent on all policies that impact on, or include soldiers

4. CC FOUNDING STORY Front-porch conversation focused on learning & becoming more effective leaders Grounded in relationships Team of volunteers, fresh out of command— driven to pass on learning to the next generation of commanders. Point Man Concept—grassroots movement Evolving form, with a laser-beam focus on serving company commanders Senior Army leaders recognize potential & help resource the initiative

5. Envisioned Future Vision: Every company-level leader—past, present, & future—connected in a vibrant conversation about building and leading combat-ready teams.

6. Community space is organized around the main functions of the practice of command. If commanders do these well, they will be effective. Each section is facilitated and developed by a topic lead who is an experienced commander and has a depth of experience and passion in the specific topic he or she is a lead for. Everything in the community space is targeted towards the effective practice of company command. Featuring members introduces the community to itself and facilitates professional connections.

7. Highlight hot content, events, video interviews, sub- communities, conversations, and dog tags (personal profiles) of featured members – keeping information on the front page current and engaging. Most recent conversations are brought forward and highlighted on the front page to create the effect of an ongoing professional conversation

8. The command quiz is changed monthly and is designed to speak to a current and relevant issue for company commanders. Members take the quiz and then participate in an online conversation about the question. There is also the potential to hold a “live huddle” or chat session on topics that are especially relevant to the community. The leadership team writes a community of practice newsletter that is emailed out to all members. The newsletter has links to new content and conversations and also contains a thought piece on leadership.

9. Innovation Video Clip “We’re up against evolving threats, we have evolving foes.” “We have to have a living, thinking, breathing, dynamic organization—from top to bottom.”

10. Innovation Video Clip

11. The Model

12. Sitting on the porch…friends sharing their ideas and stories about their profession Lateral sharing and creation of knowledge across Army Centered on a specific practice Interactive, ongoing communication Bringing best practices and expertise to the surface Creating community Linking the hierarchical silos of knowledge throughout the Army to the field

13. 2.0: A Shift in Assumptions The knowledge of the practice (expertise) resides in the minds of its members—within the community (not necessarily in a data base, with the top leaders, or a proponent organization). Connecting leaders in conversation enables them to share their experience, create new knowledge, and improve the practice—responsibility for expert knowledge resides with the community of practitioners (organizational focus shifts to development of the network and a professional identity of participation). Conversations, Content and Connections are the “life-blood” of a community of practice—Leaders want more than just an answer to their questions (knowledge is dynamic, personal, and contextual).

14. iLink

15. The Need A large, growing and somewhat fragmented community with thousands of members and knowledge objects. How do we keep this experience personal and relevant?

16. iLink & CompanyCommand Strong culture; trust and respect are key We worked to understand culture, structure, goals, build simple tools to: –Provide communities with assisted “peripheral vision” and improve cognitive speed –Swarm the right team around the right problem at the right time - resolve –Surface & recognize community experts get them to take active role, responsibility –Encourage mentorships, help build relationships –Assist moderators and “gardeners”

17. The Idea Power simple apps that can, for example: –Improve trust, strengthen community bonds –Learn and adapt – specifically learn about users and their networks –Swarm emergent problems, requests, “holes” with the best resources –Add contextual information to items, people –Create an improved, living knowledge store and persistent community memory –Give users and groups assisted peripheral vision of relevant ideas and people

18. Amazon.com like Recommendations: People and Content

20. N on iLink Users, two months on

21. iLink Users, two months on

22. Interesting initial results More structurally diverse discussion groups, not just the usual suspects iLink surfacing topic “champions” in the community Making facilitators’ more efficient and effective Peripheral/new members increasingly drawn into the discussion – mentoring opportunities iLink users tend to be more connected users in the community as a whole iLink users much more likely to help others Enhancing community bonds, trust, social capital

23. Qualitative surveys… “iLink is awesome. There is so much knowledge out there that I did not know about. Where does it come from... where has it been hiding... It’s almost like coming to CC for the first time. Hooah! To the masterminds of this techy creation. Awesome job!” - User, one day after iLink fielding

24. Conclusion