Fêting failure

screwed-up-paper

I’ve always suspected there’s a damn sight less success around than people claim, and a damn sight more dumb luck and hidden failure brushed under the carpet. There’s a lovely piece by John Coventry on failure over on Wonkcomms today that really struck a chord with me:

I’ve always thought that being on the frontline of communicating the work of organisations carries an odd set of pressures. We find ourselves with responsibility for a final product over which we have little control. The best we can do is make conditions as perfect as possible and let nature take its course. It’s a lot like breeding pandas, as staff at Edinburgh Zoo will tell you.

He goes on:

At Change.org we do something called the Festival of Failure. It’s a fun informal session as part of wider catch up sessions where each member of the team is encouraged to chat about something that went wrong that week. It’s funny, cathartic and reminds us that it’s only work; that even the best of us get it wrong sometimes and, most importantly, it gives other people a chance to not make the same mistake.

Being open about failure is a real organisational strength. It implies that staff trust each other to get it right – but also that a culture exists in which it’s fine to experiment, get things wrong and improve. Screw ups have traditionally been a subject reserved for the post-work pint on Friday, but I honestly think it should have a role in the office too. Failure is very real and can be incredibly de-motivating if it’s not talked about. We should embrace it and make our work better in the long run because of it.

Amen, brother.

I’ve tried in the past to write something here about failures, but never quite got it right somehow – ‘My five favourite all-time cock-ups’ remained resolutely in draft for several years. But I’m a massive believer in sharing, warts-and-all, what’s gone right and what hasn’t, though perhaps the trick is to share as a team as John’s does, rather than with the outside world.

But one thing I’ve started doing at work recently is keeping a little red notebook of cock-ups. When I screw something up and feel bad about it, I’m trying to capture that feeling, what I did, and what I’d do differently next time on paper, in a little notebook just for me. It doesn’t sound like the most uplifting read, I admit, but I’m hoping that it will help me reflect on some the patterns, impacts and lessons learned from those mistakes – cock-ups I might otherwise have tried to bury deep in my subconscious. We’ll see how that goes.

In the meantime, take inspiration from John, and spend 5 minutes in your next team meeting talking about what we can learn from the cock-ups we each made last week, rather than puffing up the successes. Go on, I dare you.

 

 

 

 

 

Keeping up with our clients

HT client dashboard

Our clients do some jolly interesting things online. Of course, I would say that, but they really do: everything from podcasting about alternatives to Trident to fighting dodgy landlords, arguing for involving the public in deciding how to deal with Syria to arguing the case for reorganising A&E departments.

Like a lot of digital agencies, we plan and build sites with clients, keep them updated and working and help out when things need changing or fixing. But we can sometimes lose track of the exciting bit: what do these new tools enable our clients to do?

HT client dashboard

Our new office client dashboard helps to keep us a little bit closer to our clients, bringing in articles from their sites via RSS, as well as their tweets from a list. It’s powered by a little Android USB stick plugged into into a spare 27″ screen, with some bespoke code to wrangle RSS feeds and pictures into something intelligible. Already, it’s helped us pick up some interesting stories or announcements clients have made that we’d probably have missed otherwise – and of course, it’s a bit of a talking point generally.

 

What public consultation can look like

BIS Consumer Rights site

I’ve been a bit grumpy lately that use of digital tools to engage the public creatively around policy consultations has stalled. Sure, there’s some good tweeting, and some creative ministerial webchats, but not much that tackles the showstopping barriers of impenetrable language, lengthy response forms and boring or loaded questions.

What BIS has done with the consultation on the Consumer Rights Bill is magnificent, and I hope they get a response to reflect that.

They’ve created a mini-site on their existing discussion platform, to enable people to explore the key themes of the proposal, organised around questions that a real person might have. They’ve translated the Bill proposals into straightforward English:

Consumer rights - plain english

 

They recognise consultations are about horses for courses: if you’re in a hurry, you can vote in a quick poll, but if you want the full text of all the documents (15 I counted) so you can consult the members of your representative organisation, then go knock yourself out (on GOV.UK).

They’ve taken the discussion out into other platforms, with a minister who was clearly well up for some digital and media engagement, on BBC radio, the MoneySavingExpert forum, and – brilliantly – Wired magazine, since the proposals cover rights over digital content purchases:

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Not every consultation needs this amount of effort and creativity in forming partnerships and creating accessible content. But when something comes along with a clear consumer focus, it’s great to see an in-house team with the skills and confidence to really make something of it as a digital product:

  1. Writing questions and background material to explain the issue which ordinary people can relate to
  2. Taking the consultation out into places where people are interested in the issues
  3. Providing several routes to respond, for people with different levels of time and interest in the issue (I’d argue maybe some free-form comments on each issue might have worked well as a way of collecting stories and first-hand testimony for the policy team)
  4. Combining GOV.UK for the official content with other channels, Government-owned and third-party, where the discussion can happen

It’s going into our training courses as an example of online consultation being done right.

UPDATE: even more brilliantly, the team had already, of course, blogged at length about the project and their lessons learned from it.

What archaeology can teach us about agile web projects

Archaeology

These days, everyone wants to be ‘agile’. At root, it’s a project management discipline that fixes cost and quality, rather than scope – so you never face unexpected surprises at the end of a project (but may not end up with what you originally thought you wanted). That’s normally a good thing: after all, no battle plan survives contact with the enemy.

But like ‘evidence-based policy’ and ‘digital engagement’, it’s also a buzzword risking meaninglessness having been appropriated to mean simply ‘flexible’, ‘undefined’ or ‘cheap’. Used that way, it’s something that gets clients off the hook of having to write a specification up front; and which gives crafty suppliers the ability to skip out of onerous commitments if the going gets tough. So for some people initiating these kind of ‘agile’ projects, there may indeed be some unexpected nasties to come.

The other day, I found myself talking about agile digital projects with a public sector contact who explained she’d originally trained as an archaeologist. She wasn’t familiar with the terminology of agile projects (‘user stories’, ‘backlogs’, ‘sprints’ and so on) but grasped the big picture straight away.

“It’s just like archaeology,” she said. “You don’t really know what the f*** is under the ground until you start digging.”

These days, we find relatively few digital projects that start from a clean slate. A lot of the work we do involves re-developing and re-organising websites which have a history. While you can tell something from clicking around, there’s always more that lies beneath, like fragile bones or unexploded wartime ordnance. The Chief Executive’s pet blog. The unwieldy archive of documents important to a tiny but crucial group of stakeholders. The organisational politics involved in moving a site from one server to another.

I’m no archaeologist, but I can appreciate that the discipline, patience and tools that apply to excavating historic sites can teach digital agencies a thing or two about doing ‘agile’ in the right way:

  1. be prepared to use a range of tools to check out the lay of the land before you disturb a precious relic
  2. accept that rebuilding websites – like changing the culture of organisations – takes patience and humility, and recognise you don’t really know how complicated things will be until you start
  3. respect the past, while living in the present: people who have gone before us have wrestled with decisions over content, designs and stakeholders. We can learn from their struggles and conclusions without meekly inflicting the usability compromises of the past on the users of the future

And with that, I’ll get back to my trowel.

Photo credit: rich_pickler

All the news that’s fit to print

Her Majesty Announces

It’s silly season, so here’s my contribution.

A few months ago, my mouse hand slipped and I found myself the owner of one of Berg’s Little Printers, a small thermal printer which prints on receipt paper and connects to the internet. It delivers ‘publications’ like the weather forecast, a crossword puzzle, or a quote of the day, at times you specify, as scraps of paper you take with you as you pootle around East London in your skinny jeans. Don’t ask what it’s for – I don’t think anyone who owns one can really explain. It’s interesting and unusual, and the possibilities are quite fun.

I finally got to play with it briefly this weekend, inspired by a little post on the Little Printer blog promising an easy way to create your own ‘mini-series’ publication, with a little bit of customising and some minimal PHP/CSS. My first effort – The Daily Fish – was Octonauts-inspired, delivering the Wikipedia summary for a random sea creature each day.

My second attempt is Her Majesty Announces – essentially, how a Victorian govgeek might have preferred to get their daily news from the Ministries. It’s a little publication which polls the GOV.UK Announcements Atom feed for the three latest government press releases or news stories (I have some form on this), and turns them into a mock-Victorian teleprinter feed delivered to your Little Printer.

There are more useful applications for this kind of technology, I hope. But in a responsive, strategic, social media age it’s just jolly good fun to work in a format that’s black and white, 384-pixels wide and can be folded up and put in your wallet.

5 crisis communications lessons from Captain Barnacles of the Octonauts

The-Octonauts

To those of you who don’t regularly wrangle small children on a regular basis: look away now: this won’t make a great deal of sense, I’m afraid.

The rest of you – hopefully, like me, you will have had your knowledge of the marine world vastly expanded by compulsive watching of The Octonauts, a sort of underwater Thunderbirds for the CGI generation. But there’s more to Octonauts than deep sea gigantism, marine symbiosis and the remarkable speed of sailfish: there are some very sound lessons for social media crisis handling too.

Here’s five things Captain Barnacles has taught us about how to snatch triumph from disaster – inside 15 minutes – day in, day out:

1. He’s quick to sound the Octoalert, even for minor emergencies

The best way to prepare for a crisis is to practice your response regularly (yes, I suppose I would say that). But even better than simulation is practising the process of mobilising the team for real, in different situations and at different times. Civil emergencies expert Ben Proctor tells the story of fire fighters, who will put ladders up at the front and rear and run the hose round the back of a house they have been called to, even if it turns out to have been unnecessary. Better to be safe than sorry, and keep the team well-rehearsed.

2. He brings together a multidisciplinary team and tools

Captain Barnacles has a crack team at his disposal, but they’re not all bold rescuers: he has scientists (Dashi and Shellington), an engineer (Tweak) and a medic (Peso) – not counting the vital welfare support offered by the Vegimals. Even better, he’s got a range of vehicles to call on so he can match the team and tools to the task quickly.

Kwazii with screens

3. He has excellent monitoring and analysis data at all times

Whether it’s fish swimming into the Octopod, or a tropical storm on the surface, there’s always an alert, a visualisation or a map just a click away. And when it comes to identifying strange creatures, the combination of Shellington’s wide experience and a sophisticated digital knowledge bank means the whole team is briefed quickly.

4. He operates from a central hub (but can operate without it)

octonautstv4464Sounding the Octoalert brings the team together quickly, usually in one place. The Octopod itself is a fine resource, but even better – Captain Barnacles’ octocompass lets him connect with the rest of the crew if he needs to co-ordinate a mission remotely. Lesson: you need a central hub, and the mobile tools and access to cope if it’s out of action.

5. He switches to manual control when needed

Sometimes, even the Octopod’s sophisticated systems aren’t a match for taking manual control – in Barnacles’ case: activating steering wheel. While tools and systems are great, they’re not infallible – and in managing social media response, human intervention is really important.

So there you go: those Cbeebies hours weren’t wasted after all. Octnoauts: let’s do this!

Good corporate tweeting

Train, credit @transportgovuk

Lots of people have views on the ‘right’ way to use Twitter as an organisation. I’m pretty liberal about it: I think it’s fine to use it to pump out press releases from a corporate account if that’s the expectation you set, or to have a dormant, verified account there ready for a crisis, or to encourage your teams and individual staff members to tweet about their professional work. The latter probably gives the organisation the most benefit longer term, but you need corporate accounts too in the same way that a switchboard is still useful even when everyone has a phone on their desk (or in their pocket).

But I’ve seen some promising signs that central government departments are getting smarter about how, when and what they tweet from their corporate accounts. Take this example, which landed in front of me at 8am this morning, as I chugged slowly through South London on a busy, hot train:

On the face of it, it’s just a tweeted announcement like any other, but it caught my eye for several reasons:

  • it was sent at peak commuting time, when lots of folk like me are likely to receptive to news about better trains coming soon
  • it’s got both a picture (of a cool-looking carriage that bears no resemblance to the one I’m in) and a link to more info
  • it’s shortened using a link tracker that gives some extra analytical info about the engagement it’s had, over time and by location – 250+ clicks in the first half hour isn’t too shabby for a government announcement
  • the further information itself on GOV.UK (nicely responsive on my phone, of course – remember, I’m on a train) starts off like a press release, but actually has some nice material for a wider audience too: it’s really a full-on social media news release with a CGI video (below) that bloggers or media can use, a link to a Flickr gallery of images you could use at hi-res (though a Creative Commons licence would help encourage reuse). There are loads of Top Trumps-style facts, and some neat tables showing changes to journey times thanks to the new trains
  • it looks like the team are preparing for integration with subsequent announcements around the stakeholder-oriented #ieptrains hashtag

I don’t know if the credit for this belongs with DfT’s digital team or their press office, but I suspect it’s a bit of both – well done folks. DfT aren’t alone in starting to do these things better: Defra are doing some really creative, high-impact work with partners online as part of some stunning social media PR campaigns, and there’s some great corporate tweeting going on at DfE, Number 10 and – arguably – the Home Office, who are using Twitter more fiercely than most politicians would dare, and, shall we say, certainly overcoming the ‘meh’ barrier which bedevils many civil service corporate accounts:

Corporate tweeting in Whitehall is getting bolder, smarter and more integrated. And that’s a good thing.

Offboarding

plank

I’m learning a lot about salesmanship these days.

Downstairs at Helpful Towers, where the people who manage our serviced office work, there are posters on the wall celebrating great customer service and setting out the company’s model for managing the customer relationship from first contact, right through to careful ‘off-boarding’, when the client moves out. It’s an attractive and logical concept – treat people well, they’ll be your advocates even when they stop being your clients – which of course bears no relation to reality. When monthly targets and quotas come into it, it’s about protecting revenue over the next few months, as the sales guy had no qualms about saying to me earlier, while forcing me to pay six weeks extra rent for literally nothing. I’m indeed off-boarded, and not a little off-fucked too.

This evening, I dropped in to the summer party of Movement for Change, a great organisation training local people around the country to be community organisers, set up by David Miliband three years ago. I remember sitting down with the first National Director in the draughty Royal Festival Hall cafe at Christmas time 2010 to take the original website brief, registering domains names, and setting up a WordPress site which grew from a holding page, to a blog, to a BuddyPress network, and back to a blog as plans changed. Today, they migrated away to a platform based on NationBuilder, the cool political campaigning software that’s driven hundreds of US political races. I’m genuinely happy for them – it’s a better fit for what they’re doing, it looks nicer than the old site, and it will help them do more as a distributed political campaigning force. We had a nice Skype chat last week to finalise the domain switch, totted up the final hosting bill, I did a quick scrape and archive of their old site in case they need anything from it, and we’ve been chatting about hosting recommendations for their other bits and pieces. They invited me to their party, I had some nice canapés, and bumped into familiar faces. I haven’t always managed the end of client relationships so well, sadly: some have petered out rather in a fug of busyness and mismanaged expectations. If that’s you, I’m mortified about it, and sorry.

I’m going to do everything I can in the coming years to help fellow entrepreneurs avoid the trap of my serviced office company. I hope the Movement for Change guys will remember us as helpful and positive, to the end and beyond.

I think that’s what off-boarding looks like.

Photo credit: FrogStarB

Blogging about blogging

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Last week, Team Helpful took a day off to focus on kick starting the revamp of our website. The results will hopefully appear soon, but one thing that won’t be appearing on the new site is a blog. Or at least, not in the conventional sense.

As a civil servant working in digital six years ago, I set up helpfultechnology.com as a personal blog about work – driven mostly by a desire to avoid hypocrisy. Three years ago, I left, and the blog became the site for my one-man-band consulting business, with the blog serving as a subset of content in a small corporate website. As Helpful Technology has grown from one man, to one man plus associates, to two, three and maybe more people, it’s clear we need to try a different format.

Personally, I’ve found myself blogging less about day to day work and examples, and tended to write more sporadic posts about deeper strategic issues – it’s more challenging to write engagingly about client work, for sure (even when clients are lovely and projects are interesting).

Convention dictates we’d have a company blog, and all our team would post their bon mots there and we’d collectively build up a following – to use the vile phrase, develop some corporate ‘thought leadership’ – of our own. The thing is, I didn’t hire Luke because I wanted to read less of his ideas on Intranet Diary. Howard has a parallel acting career alongside his work here (and jolly helpful it is too, though I’ve yet to find a corporate application for his stage combat skills). And even for me, there are times where I’d like to write things which don’t fit in Helpful Technology space.

Ultimately, I think blogs work best when they’re personal. But the form and dynamic of blogging has changed in recent years: Blogging happens:

  • in a wider variety of places
  • in looser arrangements and collaborations
  • in many more forms from captioned pictures to code snippets, long-form musing to practical how-tos or bookmarks

So my blog is shipping out here to postbureaucrat.com (well spotted Paul), and the Helpful Technology site will feature a curated collection of stuff from there, from the rest of the team’s blogs, from things we or our clients write elsewhere, and from places we talk about our process, methods and advice. It will  draw on the experience and rather nifty technology we’ve developed to power Demsoc’s Open Policymaking site, and our own Digital Engagement Guide.

Blogging in a purer, personal form again feels exciting and fresh (I’m almost tempted to book myself on Dave’s great-sounding blogging bootcamp). The old RSS feed should still work, or you can get my new posts as an email on a Sunday afternoon if you prefer.

And hopefully the next post here won’t just be about blogging.

How mature is your organisation’s approach to digital?

Nick Halliday is asking another of his interesting questions:

And here’s his Google Doc so far as he starts to answer it. I think the concept of a flexible, down to earth maturity model could be a really useful method for assessing how well an organisation is using digital across the breadth of its work, extending some of the principles GDS has published as part of the Digital by Default Service Standard (which is a bit more focussed on a specific service).

Readers with good memories will remember this was something I wrote about here too, about 18 months ago:

One topic I’d like to think about at this week’s UKGovcamp on Saturday (the ‘doing’ day) is whether we can come up with a way of thinking about public sector digital activity in terms of a maturity or capability model, that could be applied to help teams and individuals set goals and maybe even benchmark their effectiveness. For instance, it might:

  • Help teams to think about how sophisticated the organisation is at adopting and managing social media as part of official Communications and day to day communication

  • Provide some material for people thinking about their CMS features and procurement, to factor in the kinds of activities and processes those tools should be supporting in 2012

  • Offer insights into team size and structure, what the roles are in managing digital projects effectively (I’m deliberately not saying ‘digital communication’, for now)

  • Give everyone some ready-made benchmarks to help evaluate impact, and if not hard numbers, then at least an open-source process for getting to an assessment of digital effectiveness

We had a useful session at UKGovcamp 2012 (see the notes here) and I did a bit of thinking afterwards to try and structure it into a model, but it’s taken Nick’s recent question to get me to actually write it up.

So here’s my contribution to Nick’s call for ideas – a structure for a maturity model based on four areas of digital:

  1. Digital service delivery
  2. Corporate & marketing communiciations
  3. Social media engagement
  4. Internal communications and collaboration

Within each, the assessment (maybe a 1-4 scale?) would look at:

  • Vision
  • Process
  • Tools
  • Skills

And use a number of criteria or question areas to establish maturity:

  • Ownership & leadership
  • Strategy & planning
  • Technology
  • User focus
  • Embedded culture
  • Risk management
  • Community management
  • Openness

If you’ve got any thoughts or queries, do let me (or better still, Nick) have them.