Showing posts with label ideas market. Show all posts
Showing posts with label ideas market. Show all posts

Monday, May 06, 2019

Mapping Canberra's startup ecosystem

I've had a continuing interest in start-up ecosystems across Australia, having been a member of several of these ecosystems & helping to mentor and support a range of start-ups over the years.

I've maintained a Canberra ecosystem map for about four years now, mostly for my own interest and to understand some of the relationships between different players and the startups they support.

This was inspired by work by BlueChilli on the defunct StartRail maps, which was based on some of the international work portraying startup ecosystems in the style of metro rail maps. Unfortunately they focused on Sydney and Melbourne, missing some of the smaller, yet equally vibrant, scenes in Perth, Brisbane and Canberra, all of which I am linked to in various ways.

Recently I've seen some sterling work by Gordon Whitehead mapping the startup ecosystem for the Hunter & Central Coast, which had been reinterpreted by Brian Hill of Laughing Mind.
As such I've decided to share my Canberra startup ecosystem map for anyone interested.

Also keep an eye out for the work by Chad Renando at StartStatus, who is engaged in a national effort as part of his Phd, which should provide a broader view of the Australian startup ecosystem as a whole (which tends to be city-based with a few cross-ties of various strength).

Chad has also done some intensive work looking at models for measuring startup ecosystems and identifying their strengths & weaknesses that will be very valuable to government, not-for-profit and corporate interests in years to come.

As for Canberra - here's my humble contribution....






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Thursday, May 17, 2018

Guest Post: FatigueHack - Hackathon done right

This is a guest post from Jayden Castillo, a colleague of mine at Accenture and an active member of Canberra's innovation community. Read the original post at LinkedIn:

I recently attended the Australian Trucking Association (ATA)'s Hackathon aiming to target driver fatigue, aptly named 'FatigueHack'. I'm fairly new to Hackathons, this was my second after the AUSTRAC Codeathon in March (where I was a mentor), and my first experience as a participant along side two of my Accenture team mates.

For those unfamiliar with the concept, a Hackathon is a rapid solution environment where competitors are required to address complex challenges in a short amount of time, and come up with a working prototype to illustrate their concept. In this case, teams had 2 days to develop a viable business model which is capable of addressing fatigue in the trucking industry. Following these two days, each of the 8 participating teams had to pitch their solutions to judges and the top 3 pitched to the entire Australian Trucking Association Annual Conference delegation.

I find hackathons to be a fantastic opportunity to show what's possible, and even more impressive, what's possible in just two days. There were a few aspects of FatigueHack in particular which I believe made it exceptional, and demonstrates not only what is possible, but what innovation and solutioning will be like in The New. The 3 points below are the perfect recipe for innovation, which we must all embrace to stay at the cutting edge.

Short Timelines
We all have a tendency to procrastinate, to plan things excessively, and to over analyse. This is a product of the anti-failure mindset we've been groomed for, we naturally try to think out the whole solution and resolve any issues before we actually start doing. Being under quite a strict time limit means there simply isn't enough time for this. You are forced to make decisions and move things along quickly. This means you might not have all the problems solved straight away, but it also means there's less time between idea and the all important testing of your idea, so you can identify and resolve issues much faster.

Probably the most interesting part here was to demonstrate how unnecessary it is to give long timelines to (particularly innovative) projects. When your timeline is short, you cut out what's not important and make big strides in your solution.

Concentrated ideation
They say that innovation happens when ideas collide, and FatigueHack certainly had a lot of colliding ideas. Think and Grow Rich author Napoleon Hill describes this like brainwaves being radiated out into the ether, and being picked up on by other brains on the same wavelength. While this description might a bit unscientific, I believe there is a lot to be said for the buzz created when a lot of excited people are in close proximity. Your confidence goes up, your creativity goes up, and you are generally more open to thoughts and ideas.

Having run remote meetings and workshop sessions in the past, I can definitely attest to the value of having everyone in the same room, even if they're not all working on the same idea. Body language, excitement, drawing, gestures are all things which (still) don't translate well over digital media.

Easy access to expertise
Innovating or designing in a bubble is a dangerous thing to do. It is basically impossible to know if you're on the right track without some kind of feedback, so it becomes really easy to go down the wrong path and either solve the wrong problem or create a solution which nobody wants. I think FatigueHack managed this really well - they ran the Hackathon in the same venue at the same time as the ATA's annual conference. This was invaluable, because it meant if we had any questions at all, we could find an expert on the area within 5 minutes by simply asking around.

Having such easy access to expertise makes innovating much easier. It allows you to validate ideas very quickly, and when we were listening to the truckers talking about their experience it stimulated new ideas quickly. Our ability to iterate and refine was exponentially higher than in a normal workplace, and ideas were changing and evolving in time frames of minutes. I would love to see this translate to my (and everyone's) daily work, because the potential for generating great solutions is enormous.

Closing thoughts
This Hackathon really demonstrated to me what the future of work looks like. By getting a team together in a highly concentrated, intense environment, and providing more information and experts than we could possibly digest in 2 days, there were some fantastic outcomes (the winning idea is moving forward with creating a business!).

My personal mission is to help businesses and organisations think and act like startups, and FatigueHack is a great example of how to do that.

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Monday, September 12, 2016

Confusing innovation with outcomes

I've been involved in an interesting Facebook chat around the definition of a startup, which has coalesced my thoughts on the approach of organisations towards innovation.

Innovation has become a buzzword in the last few years, with both corporations and governments focused on the notion that they need innovation to remain effective and relevant.

I've been fundamentally uneasy with a lot of the views expressed around this notion. From the Australian Government's '#ideasboom' to the notion that appointing an Innovation Director who in some way takes 'ownership' of innovation for an organisation, will solve an organisation's competitive and cost-efficiency challenges.

I also have my concerns about the ideation processes springing up across government and the private sector.

It's great to see the flood of ideas and the unclogging of the old-fashioned 'suggestions box'. However these processes need to be well-supported with training and capability to assess the ideas and then help people to realise them in practical trials, to really determine which really do solve problems or improve outcomes.

Don't get this wrong - I'm a big proponent of innovation.

The process of identifying a problem (that often others do not see), of finding a new solution (whether involving old or new technology) and of then testing and trialling that solution until it becomes clear whether it's an improvement or not is essential to every organisation who wishes to continue to exist.

However focusing on the ideas and innovation is a confusion of process and goal.

Ideas and innovation are tools to solve problems. They are not ends in themselves.

Ideas are a thousandth of a bitcoin a dozen and anyone who sets out to 'innovate' is starting with the wrong end of the stick - the process, not the desired outcome.

Instead organisations should focus on the other end, the problems, preferably invisible and painful ones. They can be considered 'big' or 'small', this doesn't matter - what matters is that there's significant pain caused by it, and significant benefit to solving it. Solving a problem that costs every employee only 5 minutes each day will save an organisation with 1,000 people 416 hours per week - the equivalent of ten staff, or 1% of their headcount.

Often the best problems are invisible to most people in the organisation, they simply work around the problem, using manual steps to bridge processes, walk the long way around an obstacle and eventually forget that it is there.

'Managing' the problem becomes part of the basic experience, the social norm, of working there, just like the example in the video below - and very few question it.


The real innovator is the person who both thinks - why is that obstacle there? AND then acts to remove it.

A simple test that can be performed in any organisation is to put a chair with a sign 'Please do not move' on it in the middle of a regular walkway.

Look at who walks around the chair, versus those who complains about the chair being there, versus those who actually take an action to remove the chair as an obstacle.

You want people who are prepared to address the obstacle on your problem-solving team. They are the people prepared to ask 'why is this so' (identifying the problem), then experiment with potential solutions to remove the problem from the equation.

For organisations that wish to set a higher bar, change the sign to read, ''Please do not move. By order of the CEO - this area is monitored by CCTV'.

Now you'll really find out who is willing to take a risk to achieve a better outcome.

Ideas and innovation remain critical tools for problem-solving, and fostering both within organisations is critical, but avoid the trap of confusing them with the improved outcomes that their use is designed to achieve.

Treat them as tools, not goals and avoid building complex systems and hierarchies around who is 'allowed' to use them within an organisation.

Everyone in your organisation has ideas. Everyone can innovate. Not everyone can identify the problem, visualise a better outcome and use ideas and innovation as tools to turn that visualisation into reality.

Use ideation processes and Innovation Directors to foster an environment where problem-identification and solving is the social norm for your organisation.

To foster an environment where the reaction to a new problem or inefficiency is to take action to address it, trying different approaches until the optimal solution is found, rather than to kick it upstairs, ignore it or simply 'walk around' it with more staff and expense.

The most successful organisations - public and private - will be those that foster active problem-solving, not nebulous 'ideas' or 'innovation'. Those that remain clear on what are the goals and what are the tools.

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Wednesday, April 03, 2013

Innovating in the public sector - The Pitch: Five presentations. Five minutes. Five big ideas.

The Institute of Public Administration Australia (IPAA), in partnership with the CPA Australia, has introduced a fantastic innovation competition for public servants.

Named The Pitch, In an IPAA first, the 2013 IPAA National Conference is providing an opportunity to pitch ideas for an original policy initiative or public sector innovation that could make people's lives better and/or the public service smarter, better and broader.

The creators of the best five ideas will receive a free invitation to the IPAA's National Conference in November and have five-minutes to pitch their idea to senior public sector decision makers in Canberra.

The winner of The Pitch will also receive a cash prize of $500.

There's also a category for younger (to 36yrs old) entrants, the CPA Australia Young Professionals Pitch Competition, with a $200 prize, where the winner will become one of the five finalists (and presumably eligible to win the $500 prize as well).

Entry is open to anyone in Australia, and ideas will be judged against the following criteria:

  • originality of the idea 
  • capacity of the idea to help government improve people's lives 
  • innovation 
  • practicality and cost effectiveness 
  • ability to address the topic 
  • engaging presentation style (during the pitch), and 
  • length of pitch (not to exceed 5 minutes).
For more information, and to enter The Pitch, visit: http://ipaa2013.org.au/get-involved/the-pitch

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Friday, September 23, 2011

What are the top things we can do to improve government websites?

The US has launched an interesting discussion asking citizens how they think the Federal government can improve government websites.

Run using Ideascale, an online idea management system, the National Dialogue on improving Federal websites is running for two weeks and involves both ideas submission and voting as well as live online discussions(or dialogue-a-thons) on specific website related topics.

I'd love to see this type of initiative organised in Australia, however in the interim it is worth looking at the ideas raised in the US, beginning with the use of Plain language on government websites, Creating content around topics/customers - not agencies, make usability testing and 508 testing (accessibility) required PRIOR to launch, Make Government Website Mobile Accessible and Commit to best practices (using modern web techniques).

If Australian government agencies applied these five top ideas to their own web development (or even applied standards from some of the excellent web links and comments for several of the ideas) we could see a very different level of engagement, potential cut the number of phone calls and ministerials, address hidden issues with incomplete forms and avoid agency embarrassment (when organisations publicly identify government websites that fail basic accessibility or mobile access requirements).

Of course this requires adequately funding and resourcing web teams to carry out these tasks - however this can be offset through mandating external developers to meet government's basic accessibility and content requirements and through using low-cost modern content management frameworks which support significantly greater functionality and require less customisation than the old backroom systems still in place at many agencies.

Even more valuable would be for the Australian government to similarly ask citizens what they thought should be improved about government sites.

I do wonder why Australia appears more fearful or risk-averse to asking citizens these types of questions and building an evidence base on which it can then assess actions. Or maybe it isn't risk-aversion and is simply due to cost (though the service the US uses costs only US$999 per year - and there's even a free version) or due to lack of resources or even interest.

However if the US government, where the political process is on the nose, unemployment is high, the economy is distressed and web budgets are in decline, can ask this question, surely Australia is in a much better position to do so.

To go a little further, to offset the perceptual risk that citizens may expect government agencies to act on specific improvement requests, the consultation could be shaped as an information gathering exercise, where the outcomes will be made available to various agencies to act or not act as they can within their budgets and resourcing.

Or maybe individual agencies can ask the question as part of their website surveys (if they hold them - as I've done regularly in past positions) and share this information across the APS.

What do you think?

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Wednesday, February 09, 2011

Where do good ideas come from? (hint - increased connectedness)

This is a thought-provoking video that looks at where good ideas - innovation - comes from.

It raises an interesting point about the correlation between connections and innovation. That the more we interact and connect with others, the more likely it is that we can combine our partial ideas, our hunches, the greatest the prospect of a breakthrough idea.

That's a powerful argument for improving the connections between public servants, between government employees and citizens and for facilitating better connections between citizens - through the use of digital technologies.

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Thursday, December 16, 2010

ABS launches CodePlay competition for tertiary students

The ABS has launched the CodePlay initiative as a Gov 2.0 approach to help drive collaboration between students, developers and national and international statistical agencies.

The competition challenges Australian tertiary students to help the ABS design the next generation of open-data tools to help people access, view and use statistical information.

While I'm not sure why the ABS believes that all the great ideas will come from university students - why not include everyone - this is a strong initiative and should produce a very interesting outcome.

To learn more, visit the CodePlay website or their twitter account at @ABSCodePlay.

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Wednesday, September 22, 2010

Redefining public goods - by Nicholas Gruen

If you followed the Gov 2.0 Summit in Washington earlier this month, you may have seen Nicholas Gruen's presentation on redefining public goods.

If you haven't, it is well worth reviewing (see below) - as are many of the other presentations from the event.

These presentations are available online, together with slides, from the event's website.



His slides are embedded below.

Redefining Public_Private Partnerships Presentation

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Wednesday, July 28, 2010

Using Gov 2.0 techniques to save money across government

Around the world governments are tightening their belts. After the recent global financial crisis many countries' governments have borrowed heavily from financial markets and released these funds as stimulus packages - placing them in deficit.

Australia is no different, although we have very successfully kept our deficit to a smaller percentage of GDP than most other western nations.

For government agencies, long used to efficiency dividends and a philosophy of doing more with less, it is important to constantly 'health check' their budget decisions to ensure that public money isn't wasted and is most effectively spent.

The US, UK, Canada and other governments have begun more intensively involving citizens and public servants in the process of identifying waste and potential efficiencies - a process which has produced some large results in a short time in some jurisdictions.

How are they doing this?

By employing Gov 2.0 techniques, providing access to budget and revenue data online in machine-readable formats and by engaging their staff and the community via social media tools.

Here's a few examples.

UK Spending Challenge
The UK recently launched a public 'Spending Challenge' asking UK citizens to contribute their ideas for reducing their national deficit.

Managed through a website and a Facebook group, the Challenge has attracted more than 31,000 ideas so far, with the government aiming to include the best in their October 2010 budget review.

US SAVE Award
The US is holding their second annual SAVE award which allow public servants to submit and vote on ideas for cost savings which can be applied within government departments.

Last year SAVE attracted 38,000 ideas and President Obama says (in the video below) that many are being integrated into agency budgets. The top four entries were voted on online by American citizens and the winner got to meet the President and received national acknowledgement.

For the 2010 SAVE award, so far there have been over 17,000 ideas submitted and 153,000 votes.



Canadian public sector data used to expose a $3.2 billion tax fraud
David Eaves has written a fabulous case study on how the release of public data in Canada uncovered systemic tax fraud within the charity sector and helped legitimate charities and the government close down these operations.

It is a very powerful case for making public data available to allow people outside governments to apply their expertise to assist governments.



How many of these techniques could be applied in Australia?

I'd argue that all of them have merit and could be applied in appropriate ways by our Federal, State and Local governments - potentially on an ongoing basis.

None of the examples above involved enormous government expense and, where the processes have been concluded (for the 2009 SAVE awards and in the Canadian example), there have been significant measurable returns on investment.

In other words, they've saved the community money in net terms - with the cost of running the different initiatives a tiny fraction of the savings to the public purse.

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Wednesday, February 10, 2010

Picking a citizen ideas platform

If you've ever been required to collect ideas from the public - or wanted to - have you considered the use of a 'ideas market' or similar system for collecting. allowing comments on, prioritising and reporting back on the use of ideas.

Dell and Starbucks both use these systems extensively to seek public ideas to improve their businesses and develop new products, and ideas platforms have been rolled out within US government departments (for staff ideas), such as by, as well as used publicly by the US President's office and in Australia by the Gov 2.0 Taskforce.

There are a number of these services out there, and Dustin Haisler and Margarita Quihuis have written a post at GovFresh titled, How to pick a citizen idea platform which provides a useful overview on how to pick the platform that works for you.

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Monday, December 14, 2009

A watershed in Australian Gov 2.0 - Realising our Broadband Future Forum

Last Thursday and Friday I was fortunate enough to be invited to (and have the leave available to attend) the Realising our Broadband Future Forum in Sydney on a personal basis (not representing my Department).

You can see my liveblogs of the forum in the two posts below this one.

The forum targeted senior decision-makers across government, corporate, not-for-profit and academic sectors, bringing them together to discuss the potential benefits and barriers to the National Broadband Network. Attendees attempted to map some of the future services and opportunities for a super-fast broadband network across five streams, Smart infrastructure, Digital education, e-Community, e-Health and e-Business.

Both Prime Minister Kevin Rudd and Senator Stephen Conroy spoke live at the forum, with Senator Conroy in particular spending a great deal of time interacting with attendees over the two days.

The event also featured a number of high profile local and international speakers including Vint Cerf, often called the "father of the internet"; Dr Nicholas Gruen, Chairman of the Australian Gov 2.0 Taskforce; Senator Kate Lundy, well known for her pioneering Gov 2.0 public sphere events; and Jeffrey Cole, one of the foremost global experts on media and communication technology policy issues.

At the close of the event Senator Conroy remarked how he had been uncertain whether they would attract sufficient interest in the forum to fill the 250 person venue at the John Niland Scientia Building, University of NSW.

However he said that it had attracted over 1,000 requests to attend, leading to a situation where they were unable to cater for the full demand, being forced to limit the main physical event to roughly 300-350 people (standing room only).

To support others who wished to participate, 'node' events were held simultaneously in Parramatta, Brisbane, Adelaide and Melbourne (roughly another 120 attendees), connected to the main event via video, audio and web. These were organised with the support of Civictec and the office of Senator Lundy.

I regard the forum as a watershed for Gov 2.0 within Australia because it was the first senior leadership event that made extensive use of Web 2.0 tools to enable open and transparent community participation. Someone sitting in their home or office with a broadband connection was able to view, listen to and contribute to the forum and participate in discussions.

The forum was highly digitally enabled, with live streaming online video of the main auditorium and audio of the breakout rooms for the streams. A Google Moderator system was used to collect and vote on ideas before the event and screens at the event scrolled through live tweets from those participating online. Free wi-fi was available for delegates throughout the venue and, despite a few hiccups and outages, overall the network functioned well enough.

During the event wikis were in place to capture the views and opinions of participants- with Senator Conroy stating in his closing remarks that over 10,000 words had been added to the wiki during the event alone. The wikis remain open for a week for additional comments and scrutiny.

There were 395 Twitter participants over the two days - more than the number of people in the auditorium itself. Over the course of the forum 3,700 tweets (using #bbfuture) were sent, enough to see it trending as the top Australian topic on Twitter.





To get a taste of the forum and the approach it took, I commend to you this speech  by Senator Conroy, which provides both a view of how it reached beyond the physical attendees to engage hundreds (if not thousands) of people across Australia and why high speed broadband is being regarded as so important for Australia's future.

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Thursday, November 26, 2009

Bringing government into the age of persistent communications

Many organisations use campaign-based communications models.

They develop their campaign strategy, identify and engage their audience, communicate a message, then wind down the campaign and allow the audience to disengage and disperse.

At a future time, when the audience no longer seems influenced by the previous message, they repeat this process - potentially reusing campaign materials, but having to locate and engage the audience all over again.

A cynic could call this communications amnesia - we deliberately forget all about our audiences as soon as we've finished shouting our message at them.

I prefer to call this episodic communications as it operates very similarly to episodic programming, at the end of each episode the set may remain in place, but the actors are returned to their starting points.

Social media, on the other hand, allows organisations to cost-effectively establish an ongoing relationship with their audiences.

By developing online spaces where their audience can gather and interact, seeding them with content and well-considered participation guidelines, organisations can encourage audience members to join and participate in a community around a given topic for an extended period of time.

Best of all the approach supports and improves the efficiency of episodic communications campaigns by providing a ready-made engaged audience who can be encouraged to pay attention to new messages at significantly less additional cost.

I call this approach persistent communications.

I'm starting to see governments use social media tools to build engaged audiences around specific topics - from the Digital Economy and National Culture Policy to yourHealth.

However so far I have seen limited appreciation of how these audiences can be leveraged as persistent communities of interest.

To me it makes sense that once you've invested money, resources and time into building one of these groups, it is worth continuing to invest a small amount to keep the group - a budding community - functioning and growing.

This turns it into an ongoing resource that can be leveraged in the future for additional input or directed into future campaign-based initiatives.

This can create a positive feedback loop - with campaigns becoming more cost-effective over time.

Campaign (used to build a) -> Persistent audience (leveraged into further) -> Campaigns (used to build a) -> (bigger) Persistent audience -> and so on.

This approach hasn't been totally ignored in government.

Future Melbourne has done a reasonable job of maintaining its momentum. It makes sense - Melbourne has a long future ahead of it, why not leverage the investment in the community by keeping them engaged and willing to participate. It saves money, time and effort.

Similarly Bang The Table has been peppering me with additional consultations being held by the ACT government, leveraging my participation in an earlier consultation as someone who is interested and willing to comment on further topics over time (although they've not yet taken the step to build a profile for me and invite me to consultations from other governments which fit my interest profile).

Most commercial organisations know that a relationship with a customer is worth its weight in gold. Once a customer is deeply engaged with one of your products you are able to leverage this into new areas at much lower cost than - take Apple's progression from computers to music players to phones or Sony's fiercely loyal Playstation audience.

Government also has this opportunity to use persistent communication centred on social media to build and sustain persistent relationships with our community.

We can leverage interest in one consultation via one department at one level of government into future interest in another engagement activity in a different agency in another government level through sustaining an persistent communications strategy.

This would save significant public money, however to get there we will need to rethink our departmental communications approaches - revisiting our systems for developing, governing, tracking and analysing communications.

From episodic communications tactics to a persistent communications strategy -should we call this Communications 2.0?

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Wednesday, November 25, 2009

Could the government replace some advertising and communications contracts with crowdsourcing?

Many government initiatives need to be communicated to all or some of the community to increase awareness and, in some cases, encourage behavioural change.

Whether advising people of changes in tax laws, informing and influencing the community's health habits, or seeking public submissions in a consultation, there needs to be communications strategies in place to identify, reach and influence appropriate audiences.

Over the past forty years, like other large private sector organisations, government departments have worked with specialist advertising and communications agencies to provide the extra help required to craft messages and run communications campaigns.

This approach helps smooths out bumps in hiring (providing extra hands and minds for short periods), introduces fresh ideas from highly talented communications experts and provides a broader perspective through exposing government departments to people who continually work across the entire communications industry.

However new approaches to sourcing communications ideas are now emerging - thanks to digital communications.

Recently Unilever removed the advertising agency for its Peperami product and replaced it with - crowdsourcing.

Rather than using Lowes, the agency who had worked on the account for 16 years, Unilever put up a US$10,000 prize and, using a service called Ideabounty, opened up the account to anyone in the world with good ideas.

I won't go into the details of this example - there's more information in The Guardian's article, Unilever goes crowdsourcing to spice up Peperami's TV ads.

However what I will ask is this - should the Australian government look beyond advertising and communications agencies for good communications ideas?

Should we go directly to the communities impacted by our programs, invite them to provide ideas for communications campaigns and reward them appropriately?

Will this cost less than using professional agencies?

Will it deliver better or 'as good' outcomes?

Finally, if it does make sense, will our procurement and advertising guidelines allow us to use a crowdsourcing approach to deliver better outcomes at lower costs?

It's probably a good time for government agencies to think about these questions - I expect we'll begin being asked them in the next few years as more organisations visibly consider crowdsourcing.


Below are a few reference articles on the topic worth reading - I welcome your comments, particularly from  anyone who provides communications services to Australian governments.

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Monday, November 23, 2009

Australiam Gov 2.0 Taskforce announces winners for its brainstorming and innovation competitions

Australia's Government 2.0 Taskforce has announced the winners of its structured brainstorming competition, which was held in September - October this year.

The competition involved public submissions and voting via an ideas market system with the final decision on winners being made by the Taskforce.

In the structured brainstorming category there were two winning ideas, both nominated by Brad Peterson,


In the Government 2.0 Innovators category, the Taskforce announced three winners,

I'm honoured to both have been nominated and to have been selected amongst the winners and would like to commend the other winners for their efforts.

I'd love to see similar events run on a ongoing basis to help encourage the suggestion of good ideas, reward those innovating in government and inspire others to do likewise - similar to the US's SAVE award (introduced by President Obama in September).

Perhaps this would even inspire agencies to run similar awards/competitions internally to encourage innovation that improves their operations, as the US Transportation Security Administration does via its IdeaFactory tool.

It is very hard to manufacture innovation in a highly structured organisation, however it is relatively easy to recognise and reward it.

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Friday, November 13, 2009

How should the public service engage with controversial topics online?

In my experience, where possible, Australian public servants avoid controversial topics when consulting with the public.

Controversial topics are messy, unpredictable, raise high emotions and draw out divergent viewpoints - making discussions difficult to manage and control. They also often edge into political matters which are outside the scope of the public service, who strive to remain professionally apolitical in their service to their political masters.

Of course, often active discussion thrives on controversy. Radically differing viewpoints and high emotional engagement leads to energetic and insightful debate. They can soar to great heights - and plummet to unspeakable depths.

On the other hand, discussions on topics where most people agree tend to be largely controllable - but also predictable, boring and repetitive. Why bother repeating a 'me too' point or stating something that seems self-evident?

People rapidly lose interest and drift away when there's no cut and thrust of debate and the conclusions are easily arrived at from the proposition.

For public servants striving to generate online discussion on blogs and forums there's a difficult line to walk between proposing topics that are controversial and those that are safe.

Instinct tends to draw public servants to safe topics, where we can predict the likely responses and avoid the risk of heated and uncivil discussion. It's easier (and more risk-adverse) to manage a discussion when the outcome is obvious, it requires less time, effort and critical judgement - and also requires less Ministerial correspondence, scrutiny from senior management and career risk.

However it is hard to get audiences to engage on many safe topics. The public is uninterested, has already agreed on an outcome or simply doesn't feel entertained and stimulated by many safe discussions. To be frank, they are boring and don't materially add to the policy or operational discussion.

So how can public servants engage with controversy online, without engaging too much?

Fortunately there are a number of models on how to do this. People have been stepping through this minefield for thousands of years in physical discussions and many of the same tools work online.

The first approach is to structure the debate where you cannot structure the content. Find a topic and choose two positions. Form 'teams' to argue each of the positions in sequential order. Have an audience able to make side comments and vote on which team did a better job of building a compelling case.

Those of you familiar with formal debating will recognise this approach. It still allows passionate discussion but within a straight-jacket of format and set positions, which avoids a free-for-all. There is a beginning, a middle and an end - which prevents it dragging for an unknown period and usually there are only two 'sides' - positions - which an audience can take.

A second approach is an expert panel, where each expert provides their own position and the audience can comment or vote on the position they most ascribe to. This is more flexible than a debate, however still largely restricts discussion to positions set by 'authorities'. While it provides greater flexibility for diverse views it can also limit discussion and debate between the distinct expert positions as the experts may not be as willing to debate each other or have their supporters do so.

A third option, which I term rotating perspectives, also supports multiple positions, but each is examined sequentially over time by an audience. This focuses discussion on the pros and cons of each particular position over time and allows the community managers to introduce new perspectives based on the direction of the discussion. While more flexible and responsive to audience feedback than an expert panel, and encouraging online audience participation, this approach can lead to uneven analysis of ideas. Early positions may receive more discussion (based on a big promotional launch) and greater critical thought - as they are visible longer for reflection and responses can be made later in the process. This also risks having members of the audience pre-empting certain positions ahead of time - though this isn't necessarily a bad outcome as it increases the sense of active discussion.

My fourth, and final - for now - option is to provide separate groups for discussion of each different position. These can be linked or merged where positions converge or separated out where a single position diverges into several. Audience members can suggest and create their own positions, which then become new groups for discussion. Towards the end of the discussion many positions may merge towards a common core thread - or they may diverge, identifying the most intractable issues that need resolution. Similar to workshopping, this approach is complex, requiring additional moderation and an appropriate technology platform - such as a Nationbuilder (used for Australia2) or Ideascale which allows ideas to be separately discussed, merged as required and with a degree of automated nouse that can merge similar positions.

There are other approaches as well - breaking down a topic into individual issues and discussing each separately, or having the community rate contributions with the aim of self-moderation (which works quite well in some online communities).

What other approaches can you suggest that would allow the public service to engage with controversial topic online while remaining comfortable about the risks?

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Monday, September 14, 2009

US launches Gov 2.0 consultation on national broadband network

The US is a little behind Australia in considering a National Broadband Network, however it has taken a very different approach in consulting and engaging citizens, opening up the discussion to the US community in a Gov 2.0 manner.

The US Government's Federal Communications Commission (FCC) has launched Broadband.gov as a web 2.0 enabled site to manage the central conversation around a US National Broadband Plan.

It has also introduced an Ideascale portal for individuals to raise, vote on and discuss ideas and potential challenges at national and local levels and shake out the key issues for the community.

The FCC also has a blog, Facebook site, interactive Twitter feed (where the FCC responds to questions), YouTube channel and RSS feeds. It is also holding face-to-face and webinar workshops to discuss what US citizens want in a broadband network. All of these workshops are recorded and made available online.

What I think is most important is how the FCC is using these channels in a consistent and integrated manner to support public discussion and engagement.

Often organisations don't have a strategy (communications plan) behind their online engagement channels and, as a result, they do not function in a synchronised and mutually reinforcing manner - and in some cases can act against each other, reducing the effectiveness of an online conversation and reducing the online credibility of the organisation.

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Saturday, September 05, 2009

Gov 2.0 Taskforce launches brainstorming site - suggest your project ideas

The Gov 2.0 Taskforce has launched a brainstorming site (via Ideascale) to source ideas that will help the Taskforce meet its goals.

The first brainstorm is asking for ideas that consider the question, "How can the Government 2.0 Taskforce best meet its Terms of Reference?", however is also capturing related ideas.

There are cash prizes for ideas selected by the Taskforce, based on the brainstorm's Terms and Conditions.

So if you have an idea, or wish to vote on the ideas submitted, visit the Gov 2.0 Taskforce's Brainstorming site - or view the latest ideas submitted in the left column of my blog (eGovAU).

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Thursday, August 13, 2009

Government 2.0 Taskforce holding Open Forums in all states

Australia's Gov 2.0 Taskforce will be holding Open Forums in every state and territory of Australia over the next few weeks, seeking input from a range of audience groups - government, industry, academics, NGOs and interested others.

If you wish to influence the future of the Australian government's Gov 2.0 agenda, look for details and RSVP for one of these meetings from the Taskforce's website at http://gov2.net.au/roadshows/

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Friday, August 07, 2009

Have you voted for your priorities for Government 2.0?

The recent Public Sphere: Government 2.0: Policy & Practice, run by Senator Kate Lundy's office captured a number of views on government 2.0 in Australia.

These views are now in the process of being prioritised based on public feedback.

The prioritised views will be submitted to the Government 2.0 Taskforce to use in their work preparing a paper on how to progress Government 2.0 in Australia.

If you've not yet visited the Australia 2 website to define and comment on your top Government 2.0 priorities you've only a few weeks left to register your views.

Visit the Public Sphere priorities at Australia 2.

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Friday, July 31, 2009

Rate Australia's Gov 2.0 priorities from PublicSphere

Priorities from the recent Government 2.0 Public Sphere are now available for public comment via the Australia 2 BETA website before being handed over to the Government 2.0 Taskforce for consideration.

For a recap of the Public Sphere visit Senator Kate Lundy's website.

To comment and vote on the top Government 2.0 priorities visit the Public Sphere section of Australia 2 BETA.

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