Tag: Attitude

Stewardship

I’ve been thinking a lot about stewardship as the requisite basis for action in an era of greed and confusion. Stewardship can be defined several ways, but the general sense I get is that it means taking responsibility for something that you don’t “own.” Ownership also needs definition for the sake of clarity, and as a Buddhist I’ve cultivated some depth around the concept of “I” or “self” and the concept of “own.” If the self is an illusion, then ownership is part of that illusion.

But we have to live in the world, and accept consensual hallucinations like the concept of “self.” I can also think of “I” as a bounded awareness, and stewardship as taking responsibility for something beyond that boundary.

The case that came up most recently for me was that of technology stewardship, which I just spent two weeks discussing on the WELL with Nancy White and John D. Smith, authors of Digital Habitats; stewarding technology for communities. We were talking about how people with a community of practice who have relative clue about technology take responsibility for assessing, selecting, and sustaining technology platforms for the community to use, primarily for communication and collaboration. Communities are complex, technology can be complex as well, so there’s much to be discussed in this context. Check out the discussion and the book if you’re interested, but I’m more interested in how the act of stewardship works, especially the attitude behind it.

While stewardship may or may not be through some role that is compensated, it should be inherently unselfish. To effectively take responsibility for something beyond yourself, you have to be prepared to put your “self” aside and think in terms of the best interests relevant to the stewardship role. In technology stewardship for a community, you’re selecting the technology that best serves the interests and capabilities of the community, not necessarily the technologies you would prefer or be most comfortable with.

We also talk about stewardship in the context of The Austin Equation, where I’m involved as a resource on community development, especially online. For that project, a group of volunteers have been defining and mapping scenes local to Austin, with the idea that they will take a stewardship role with the scenes they’ve selected, i.e. help build coherence and effectiveness into a community where the only glue, at the beginning, may be affinity and marginal awareness. How do you step into a community, in a role that the community itself didn’t define or originate, and provide effective stewardship? That’s an issue I keep considering – somehow you have to engage the community and convey the value of your stewardship.

These are some initial thoughts about stewardship; I’d like to have a larger conversation, especially about how to inspire an attitude of stewardship more broadly so that people are generally more focused on helping than “getting.”

David Armano’s social business manifesto

I just met Chris Carfi via Project VRM, and this week learned that he’s joining Edelman. David Armano, now with Edelman, blogged about this, and included his social business variation of the Carfi’s customer manifesto:

  • We will no longer view you as “consumers”. Instead, you are co-creators, participants, and advocates.
  • We will actively listen, and participate authentically because we know you demand nothing less.
  • We will meet you on your terms, not ours.
  • We will provide value, not noise.
  • We will evolve our workforce to meet the changing demands of a networked economy.
  • We will focus on your needs vs. our messages.
  • We will build relationships that connect us in ways where we all benefit.
  • We will act ethically and transparently, because it’s no longer a choice.
  • We will respond to changes quickly—we will adapt.
  • We will move forward with you, not without you, because you are our future.

Is this a transformation of the organization? Great customer-centered orgs always come from a similar attitude, but there’s a sense of urgency here – this is what you have to do, because you’re in a media environment that embraces transparency – you’re in the participatory panopticon – and is about symmetrical relationship. So this isn’t just good advice, it’s survival training for the networked world.