Look for the Australian premier screening of Twittamentary at GovCamp QLD

A few weeks ago I became aware of a very interesting documentary project, Twittamentary, a movie that  explores the intersection and interplay of peoples' lives on Twitter.

Directed by Singaporean filmmaker and Tweeter, Tan Siok Siok, the documentary takes a grass roots approach, looking at how Twitter has connected, affected and influenced individuals across America.

Twittamentary touches on social policy, privacy, trust and collaboration - themes that should resonate with government policy makers. It demonstrates the diverse range of uses that Twitter and, by extension, many other social networks can be put to to support and empower citizens and communities.

The documentary was itself created in a 'social' way, with social media stories submitted and voted on via Twitter, social media and the Twittamentary web site. The production team were sourced via Twitter and other social networks and the final narrative was developed using the concept of 'beta screenings'.

This involved a series of discrete 'tweetup' screenings organised via social media to get feedback on the latest rough cut of the documentary. Viewers could interact in real-time with the Director, the cast (all real people) and each other via Twitter during the screening.  Feedback from each of these beta screenings was used to help evolve a new iteration for the next beta screening, resulting in the final documentary after 15 iterations.

Twittamentary has already screened in the US, UK, China, Malaysia and Singapore, has received positive media reviews and has been submitted to a number of international film festivals.

Now, with the permission of the documentary's producers, I'm pleased to announce that Twittamentary will premier in Australia at GovCamp Queensland on Saturday 3rd March, following with a screening at BarCamp Canberra on Saturday 17th March.

If you're attending either of these events, look for the Twittamentary room. The screening takes about an hour and is totally free - though you are invited to donate toward the production and streaming costs of Twittamentary (as it was produced .

Note this isn't simply a passive experience, though there's a lot to enjoy and learn from simply sitting back and watching Twittamentary.

If you're on Twitter, the Director and Producers of the documentary ask that you tweet about it using the hashtag #twittamentary during the screening. Your tweets will become part of the permanent record for Twittamentary, part of the evolving experience of the movie.

To learn more visit the Twittamentary website or watch the teaser video below.

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What may geolocational services mean for your organisation's security?

The US Army has released a very interesting - and frightening - presentation looking at the risks of geolocational services on smartphones and some social media services in relation to national security.


Essentially it raises (and addresses) the issues of what can happen when people share photos or content tagged with their physical location (whether they realise they are sharing or not).

If someone knows where you live and work and has insights into your schedule, activities and home life there are risks that some of this information may be used against you, or your employer, for political or commercial gain.


I have embedded the presentation below, but wanted to flag that the risks - and mitigations - highlighted are not limited to armed forces.

They apply for anyone with a secure or sensitive role, that access commercially or politically important information or that may be at risk of blackmail - which covers a LOT of people, both in the public and private sectors.

The recommendations from the US army are to be alert, not alarmed, and to take appropriate steps to understand the devices and services that you use, ensuring that the only information you share is what you are choosing to share.

This, of course, doesn't even touch on the risks of facial recognition (for identifying undercover police officers or simply identifying staff for a particular agency) or of location recognition - recognising the location of a photo which has no geotagged information from other publicly available photos that do.

We are moving into a time where, even without widespread CCTV, it is becoming possible to track people's movements and activities through facial recognition in publicly available photos, with time and location (geotag) data providing a picture of what they do, when and with whom.

Does your organisation have a high level officer tasked with monitoring, understanding, educating staff (at all levels) and providing advice on mitigation of these types of risks?

Does your organisation have a policy on taking photos at the office, in your carpark or at office functions?

Does it advise you of the risks you might be taking when you become the public FourSquare 'Major' or equivalent of your local coffee shop - publicly highlighting the times and places you'll be and, potentially, your office's location (if secure) and what you look like?

Have you advised or educated your organisaton on risks they are unaware of?

Frankly I think that these risks - real risks - with digital and social media services often get neglected through lack of awareness and understanding. Often executives focus on popularised fears and myths reported in the media, which may be less damaging, more easily mitigated or simply not a risk at all, such as staff time wasting via social media, inappropriate behaviour online and negative citizen comments.

What do you think?

Social Media Roundup/Geotagging Safety  

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You can't expect citizens to engage with you if you don't engage with them

I am proud of how far many Australians governments have come in their online use over the last few years. A number of agencies have begun embracing the new tools available to communicate with the public.

They are blogging, tweeting and facebooking, bypassing traditional media to share their news publicly with the Australian community.

Next however is the hard challenge - ongoing engagement.

Many agencies have Twitter accounts (over 390 at my last count), however more than two thirds of them use Twitter simply as a one-way broadcast channel. Over half of the 'blogs' in government that I have checked do not allow user comments. While most government Facebook pages support fan comments, the number that actually acknowledge or respond to them consistently is much lower.

While there are good examples of government using talkback radio to answer questions and engage in conversations, barely any agencies do the same on Australia's leading online forums - some of which have more 'listeners' than the most well-known radio commentators.

It is no longer enough for governments to simply talk at citizens and communities in a generic and impersonal fashion. It is no longer enough for governments to build online community tools - groups, forums and blogs - and sit back, saying "we've done our part, it is now up to the Australian community to embrace and use them."

I have built online communities since the mid-1990s and the formula for success has not changed.

To create engagement by the community the one with the greatest stake in the community, its creator, must engage.

As agencies, we must become active in starting and continuing conversations. Talk about issues and encourage discussion. Teach people how to converse with us and support them by demonstrating that these are safe and welcoming online 'homes'.

Certainly there are risks and fears agencies must face. What if no-one responds, what if too many people respond, what if something slips through the approvals and gets published, what if we get criticized!!!

All are good arguments for a wallflower at any dance. Don't put yourself out there in case you might get rejected or attract unwanted attention. It is so much easier to sit on the sidelines (even if you arranged the dance) and avoid the risk of engaging with others.

However while you can people watch, you cannot truly understand the dance until you participate.

One of the biggest concerns with governments today is how out of touch they are with communities. How remote, seemingly uninterested, how unemotional and disconnected.

We can't expect the support of the community if we hold ourselves separate from the community. We can't successfully do our jobs without understanding communities and being in a position to influence them. We can't afford to let the relationship break down, to drift away like a ship in the night.

Not engaging risks calling our own governments into disrepute, damaging our governments' ability to support the will of the people and create positive change, ultimately rendering us ineffective.

The signs of this are growing all around.

And so engagement becomes the least risk strategy. Actually talking with real people, within certain constraints, in real conversations. Not just holding short-term consultations, but appointing 'citizen engagement officers', like 'stakeholder engagement officers', whose role is not customer service but citizen understanding. People who engage through online fora, traditional media and offline events to bridge the gaps between citizens and government at all levels. (Of course everyone in the public service should be able to do this - but one step at a time.)

So, in conclusion, let's build better engagement with citizens by building engagement, not just by building tools for engagement and hoping we can sit on the sidelines and watch.

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Join the global Service Delivery JAM in Canberra (hosted by the Department of Innovation)

The Department of Industry, Innovation, Science, Research and Tertiary Education is holding the Canberra component of the Global Service Jam from 24-26 February 2012 as part of their efforts to support and foster innovative thinking across the Australian Public Service.

This is part of a 90 plus city global event where people who are interested in service and using a design-based approach to problem solving and creativity will meet all over the globe. In a spirit of experimentation, co-operation and friendly competition, teams will have 48 hours to develop brand new services inspired by a shared theme. On Sunday at 3pm, they publish them to the world.

Due to a change in venue to the newest purpose-built design thinking centre in Canberra (INSPIRE), the Department of Innovation has more space for jammers and has put out an invitation to public servants (and their friends) to join the jam.

Throughout the weekend jammers will work in teams, supported by innovation and design experts and mentors, to develop services that address key challenges and issues facing the public service and Australian community.

If you wish to help solve real issues, meet interesting and engaged peers from across Government and learn new techniques for problem solving that you can apply back in your own agency, please consider going along.

Even better, attendence is free!

For more information contact Mikaela or Wayne on psi@innovation.gov.au or by phone on (02) 6213 6613 or (02) 6213 6232.

And if you can't attend, you can follow the event on Twitter using the hashtags #GSJ12 and #servicedesign or via APS Innovation's @psinnovate account (note that you don't need a Twitter account to follow) 

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We need to stop talking about social media disasters and talk about management failures

I am beginning to get a little tired of all the headlines in the media about 'social media disasters'.

A social media disaster is when Facebook, Youtube, Twitter, Blogger or another social media service goes offline for an extended period of time, has user account information stolen or loses data.

These are all situations where millions of people are inconvenienced or worse due to a social media platform not 'just working' as we expect it to.

However what the media generally talks about when referring to a 'social media disaster' is when an organisation or individual behaves unwisely or inappropriately and is caught out by its customers.

Whether it is Vodafone, 2DayFM (Kyle Sandilands), Qantas, Woolworths, Westpac or the latest 'victim' Curtin University, the 'social media disasters' these organisations have all faced are management and communication issues.

Their issues are due to decisions or choices the organisations have made which have been communicated poorly and viewed unfavorably by customers and the public.

Certainly people are now using social media to express their outrage and concern, however this is because social media allows the public the ability to express their views in ways not previously possible.

Social media services do support light-speed dissemination, which can amplify issues. In particular social media has proven an excellent tool for connecting people together - including those with concerns that otherwise organisations could dismiss as 'isolated incidents'.

However social media is rarely creating legitimate concerns. Qantas grounding its fleet, Westpac sacking staff and raising interest rates, Vodafone having network issues, Kyle Sandilands abusing people on air and Curtin University giving an honourary degree to a hated figure all occurred regardless of the existence, or not, of social media.

If organisations wish to succeed in a world where the public has a louder voice than ever before they need to stop blaming Facebook and Twitter for their troubles and look at their own management and communication strategies.

They need to stop considering social media and their customers as 'the enemy' and instead treat them with respect. Listening to what they want and executing accordingly - or developing effective communication strategies to explain why they didn't execute in the way people wanted.

Organisations need to stop fearing the tools and embrace them. Join conversations, acknowledge their faults and move discussions into constructive areas - engage, engage, engage in multi-way dialogues.

So let's all stop talking about social media disasters and focus on the reasons organisations get into trouble (online or offline). Let's have a long hard look at who is making management decisions and the process used to inform them. Let's carefully consider how organisations communicate and the strategies and tactics that underpin them.

Focus on what is controllable and practical - an organisation's management and communications strategies - not the response of the public online AFTER the organisation has already made a decision.

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