The FLIRT model of Crowdsourcing / Collective Customer Collaboration

Wed, 2007-02-28 00:15.

Sami Vittamäki , a business graduate from the Helsinki School of Economics is working on his Master Thesis and has just released an interesting overview on the structure and semantics of crowdsourcing models. The "FLIRT" model defines three groups and positions them according their activity and involvement rom the core to an inner and an outer ring. The second scale elaborates on the typical elements found in collective collaborative environments: Facilities, Languange, Incentives, Rules and Tools.

I would say, this approach is very much in line with the post of Bradley Horowitz , VP of product strategy at Yahoo! about the three main groups, that can be found on social networks: Creators, Synthesizers, and Consumers

The levels in the pyramid represent phases of value creation. As an example take Yahoo! Groups.

  • 1% of the user population might start a group (or a thread within a group)
  • 10% of the user population might participate actively, and actually author content whether starting a thread or responding to a thread-in-progress
  • 100% of the user population benefits from the activities of the above groups (lurkers)

The connected Citizen

Wed, 2007-02-28 00:48.

Quote from the Complexity and Social Networks Blog at Harvard, written by Alexander Schellong

The internet made us more powerful as well as making us more transparent. We have access to information anytime, anyplace. We can find, motivate or join like minded people to create something or influence a third party. We also leave our trails on blogs, social networking platforms, newsgroups or buying online. Governments and citizens alike can benefit from this trend.

Hierarchical government structures are the dominant model for public service delivery and meeting public policies. Although desired outcomes are mostly realized, this set-up turns out to have various downsides. Results are a silo like, inward-looking culture, slow decision making, change awareness or knowledge diffusion. While the latter also led to an institutionalized disconnect from citizens it can cause system failures when information and decision making transcends organizational and jurisdictional boundaries. Hurricane Katrina, the Avian Flu, various non-prevented terrorist attacks are such representative cases.

In addition, public administration has become continuously more complex. Economic, social, political and technological developments in the past decades have lead to a growth of the administrative apparatus, its size, power and obligations. Market-based reforms have optimized agency operations and privatized public services through contracting-out (i.e. Public Private Partnerships) or completely conferring them to the private sector. Hence, public managers and policy makers have to work within a sphere of multiple stakeholders and understand interdependent relationships for service provision, regulation and policy making. Knowing whom to hold accountable and a general understanding of this complex system is important for legislators as well as for citizen.

What can governments do?

1. Access
2. Dialogue
3. Transparency
4. Internal change