I was recently asked why I call myself an online community “architect.” A fair question. My use of the label “architect” is meant to highlight how intentional communities, such as virtual organizations, can design, assemble, and use cultural practices to become more effective at achieving their goals and their vision.
The “unintentional” communities that we find ourselves belonging to (or resisting) in our society, from our neighborhoods and schools to our language groups and nations, use cultural practices that are grounded in longer histories and broader social structures. These represent the culture we are submerged in from birth; often they are the practices that represent our sense of identity and position in society.
These practices (and associated beliefs) are what anthropologists call “culture.” They remind us that much of this is learned and then used unconsciously, as habits and behaviors that come naturally to the enculturated members of the society. Intentional communities are made up of members that carry their own cultural habits from their society. On top of these habits, an intentional community agrees to add practices that are mutually agreed upon and available for discussion and revision.
Some intentional communities are created as counter-cultural groups, where their practices are designed specifically to conflict with those of the larger society. But many more intentional communities, from workplaces to voluntary societies and virtual organizations simply want to define their core values and to design governance practices to support these.
Often, corporations and networked communities fail to recognize that they need to develop an intentional culture to support their collaborations. They rely on the unconscious cultural habits of their members and on imposed management schemes to compel participation. Management practices can seem more effective and cheaper than the expense of building cultural practices and governance. However, in situations where corporations need to pivot quickly, or where virtual organizations need to rely on volunteers, there is no substitute for shared values supported by governance practices.
The literature on the costs and benefits of a robust corporate culture is quite large. But how can organizations gain expertise in developing intentional cultural practices? Just as a building architect is used to create an efficient and effective envelope of space, a community architect can help an organization create an envelope of practice. Every effective corporate culture is based on shared intention and honest design. It is the role of the community architect to become familiar with those design patterns that can help a new virtual organization build a robust cultural fabric to support its vision and its goals.
Photo Credit: “On The Saturday Before That” by Thomas Hawk on flickr
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