Many public sector agencies view access to social networks, the likes of Facebook, Twitter and – incomprehensibly – LinkedIn, with what can only be described as either fear or deep suspicion. Some of them even go so far as to block access to these sites:

…these technologies are most often though of as social – more pleasure than business. When discussed in the context of work, they have tended to be regarded as a drain on productivity, a leaking of people’s social lives into office hours.
Network Citizens [PDF 356 KB], p.17

That last clause is a telling one. As if, in the minds of the people that think blocking access to these sites will make people more productive (or protect them from themselves…), there is some sort of impermeable divide between what we do at work and who we are.

The fact of the matter is that professional public servants, like any knowledge workers, rely on a range of competencies in their roles. And many of those competencies are based on interpersonal skills. In short, in order to just do their jobs passably well, they need to be able to interact with a range of people inside and outside the organization. In order to excel at their job, they need to be able to draw on the knowledge and experience of their networks.

Given the economic crisis that we are facing, and the constrictive impact that this will have on agency budgets, the imperative to develop higher levels of staff engagement (and the resulting increases in productivity) is paramount. As the authors of the report note:

These social ties are strong predictors of wellbeing at work; to that extent, networked firms are happy firms, too.
p.27, my emphasis

Of course, there are risks associated with new technologies. Or, more particularly, with the behaviours that these technologies enable. The case yesterday of the Virgin employees dismissed for comments on Facebook is a good example. It highlights the need for appropriate guidance to ensure employees can use the tools confidently and responsibly.

Weighed against the alternative approach, blocking access, this risk is at least manageable; and in the short term. The implications of blocking will likely be far more deleterious. First, for many skilled and connected professionals, a disconnected workplace will be the equivalent of a career backwater. Second, from an organizational point of view, you are effectively abandoning what is now a competitive advantage and will soon be the industry standard.

Attempts to control employees’ use of social networking software in the office may end up damaging the organisation in the long run by depleting its network capital.
p.72

One other interesting aspect that this paper raised was seeing it through the context of a larger, quantitative piece of research. Earlier this year, academics at Harvard Business School published a fascinating analysis of the communications activities of a multi-national organization.

The data we analyze include the complete record, as drawn from the firm’s servers, of e-mail communications and scheduled meetings (both face-to-face and conference calls) among 30,328 people during an observation period of roughly three months.
Communication (and Coordination?) in a Modern, Complex Organization, [PDF 645 KB] p. 12

The conclusion that the authors reach suggests to me that, rather than adopt a suspicious or sceptical view of social software, organizations would be well advised to accelerate the use of these networks (both in terms of the technology and the behavioural aspects). For public sector agencies, that tend to be more hierarchical and siloed anyway, these tools offer opportunities to improve internal communications, lift engagement and – in what would admittedly amount to a harmonic convergence – promote innovative and transformative practice.

The authors found that:

The overall conclusion to emerge from the dyad-level analysis is that organizational structure and geographic space sharply delimit patterns of exchange. Social categories also influence propensities to interact, but the magnitudes of their effects are modest relative to those of organizational structure and the (organizationally assigned) spatial organization of BigCo.
p. 37

The message is clear. Understand the change that is happening inside your agencies. Ensure that you provide people the sorts of tools that will allow them to develop professionally and to invest and grow their social capital. Attempts to restrict the ability of your staff to build their networks (online or off) will only result in a disengaged workforce that expends most of its ingenuity trying to get around your blocks in order to find a job that is both fulfilling and professionally relevant.

Photo: luc legay

SSC has guidance on the website for public servants in general, and the relevant information for communicators is split across two parts of the document. Section 2.2 contains specific guidance around communications issues. Appendix 2 has further guidance, including principles and some helpful examples.

Rather than rephrase the material on the SSC site, I thought it would be more useful to look at a couple of scenarios that involve social media, and consider how public sector communicators might manage these issues in the pre-election period.

Public comment

Public servants, like everyone else, have the right to participate in the democratic process. Unless you are one of the few bureaucrats in the country that spends a good part of your time in the Minister’s office, then you can happily get involved. You may decide to adopt an old-school approach and do letter box drops or stuff envelopes for one of the parties. Equally, you may decide that a thread on a forum or a particular blog post warrants comment. The caveat in both these scenarios is the same:

Don’t bring politics into your job, and don’t bring your job into politics

If you do decide that you want to weigh in to a debate on a blog or forum, make sure that you do it from your home computer, on your own time and, whatever you do for God’s sake, don’t preface your comment by establishing your expertise in a policy area by stating that you work for Ministry X. This may seem like a no-brainer, but it is not unheard of…

As well as not using your work machine for flaming trolls exciting forays in the political blogosphere, you might want to refrain from editing Wikipedia pages or otherwise leaving an obvious digital link back to your place of work.

For those of you who are running their own blogs or maintaining some other forms of social media presence, there is a particular line of the guidance that does bear repeating. Adopt a conservative approach. If you are in doubt about a particular tweet or post, pause and think how you would feel if it was brought to the attention of your chief executive or Minister…

Moderating comments

The other risk for public sector organizations (and one that is not restricted to a specific time in the election cycle) is for political comment to be posted to an agency social media site. This should be covered by your moderation or comments policy.

My approach would be to delete the comment and email the person who posted it and suggest they refrain from any further such activity. If the political content was only an aside and the rest of the comment was on-topic and thoughtful, you could redact the offensive lines and post a comment as to why the comment was edited.

Conclusion

Public sector communicators are at the front line when it comes to maintaining a professional, politically neutral public service. Elections bring more pressure onto communicators as they strive to continue to serve their Minister and to ensure that they are equally able to serve future governments. Social media have not had a big role to play in our thinking in previous elections, but as more and more New Zealanders, and by extension public servants, become active in this space that will change.

The only other point that I would add is that, after having read the guidance, if you are unsure as to where the line is on a particular issue, or would just like to test your thinking on someone who is not so close to that issue, please give me a call.

Photo: Jeremy Toeman

The topline results of our usage habits are fairly unremarkable: 78% of Kiwis use the Internet, 6% are ex-users and 16% have never used it. What is more revealing is the data on our attitudes to the Internet:

New Zealanders who use the Internet rely on it heavily. 61% think it would be a problem if they lost access, while only 2% think this would make life better.

More tellingly, as a source of information, the Internet is rated important by more users than are family and friends – 71% compared to 56%. Word of mouth, particularly that of family and friends, is generally quoted as being the most trusted source of information about companies and their products.

Perhaps Kiwis think of the Internet as more a source of news than product information? That makes more sense when you consider that newspapers or television only rate as important with 52% of the respondents.

Government

What are New Zealanders’ views with regard to government on the Internet?

New Zealanders use the Internet to access government, mainly for information about services (47%), from both local and central government sites. Unsurprisingly, the most common activity is accessing information about government or council services.

What I was both encouraged and delighted to see was that 33% use the Internet to obtain information on government policy. One third of respondents are interested enough in government policy to research in online: that is an impressive result.

Unfortunately, the Australian report [PDF 3.9 MB] – which is in many ways a more interesting read – focussed on peoples’ interest in politics, rather than government, so there is no opportunity for comparison with our closest neighbours… Although it is worth noting that only 25% of users agree or strongly agree with the statement that by using the internet public officials will care more what people like you think.

Fewer Kiwis, only 15%, seek information online about political parties or MPs. In terms of e-government, payments such as rates, taxes or fines are made online by 21% of users.

All of these results contrast markedly with the findings in the Kiwis Count survey that SSC ran at roughly the same time. Only 4% of respondents used a website to contact a government agency about a service. That 17% gap is one that needs to be explored and understood.

Social media

To return to a recurring theme of this blog, it is the behaviour of younger Kiwis (and by extension, younger public servants) that should serve as a harbinger of change in the workplace.

A significant minority of users are active in posting different forms of material on the Internet. 27% have posted messages on discussion or message boards, 34% have posted pictures, photos or videos, while just 8% have posted audio material.

However, it is not just ‘casual’ use of social media. The report notes that a significant minority of users are engaged in forms of online content creation. 13% maintain their own website and 10% keep
their own blog. How are agencies planning for this influx of behaviour into their organizations? What sort of strategies do they have in place to support and manage this creativity?

Of course, it doesn’t begin and end there. The report’s authors note, with classic antipodean understatement, that socializing is a major use of the Internet. They found that 77% of users check their email every day. At least weekly, 34% use IM and 28% participate in social networking sites like MySpace or Facebook.

Accordingly,

most users say that the Internet has increased their contact with other people, especially overseas (65%). There is increased contact with people in the same profession (51%), those who share recreational interests (33%), and people generally in New Zealand (42%). [My emphasis]

Over half of the respondents use the Internet to connect with professional networks. It’s probably not such a good idea to block access to those sites then, is it?

Conclusion

There is a tremendous amount of material to sift through in this report. It is the first that New Zealand has contributed to the project (some of the other countries have notched up six or seven), and it provides a valuable insight into the behaviour of Kiwis on- and off-line.

It also provides yet more evidence (if you are still holding on to the forlorn hope that you can ignore this whole online thing…) that, as a profession, we need to be doing a lot more and urgently about getting our agencies in shape to adapt to — and manage this change.

Photo: kenyee

There are a couple of points that the survey throws up that illustrate some of the issues that we are facing here in New Zealand. Working on the assumption that there would not be too much difference between the views of the Canadians in the focus groups and their Kiwi counterparts (an assumption based on the fact that, reading the survey, the comments seem for the most part to be eminently sensible), there are some valuable insights to be gained.

Pace

The first point, and one that brings warmth to my cardigan wearing breast, is that there is no need to be bleeding edge with this stuff:

[G]overnment should proceed, if not cautiously, at least thoughtfully in the implementation of these technologies. Concretely, this involves preceding on a case-by-case basis when deciding which application to use and for what purpose. [...] the GC should not adopt Web 2.0 applications simply to look ‘cool’ or modern, but rather should adopt specific applications to address specific communications or service requirements. (My emphasis)

That means no gratuitous or ill-conceived attempts to deploy social media solutions for the sake of it. It also means that, from a planning point of view, these implementations are driven by business and communications objectives – not technology ones.

Supply

At the same time as framing the need for implementations that are part of a planned approach, participants in the focus groups did provide a strong mandate for government agencies to adopt social media.

There was a widespread perception that the GC must foster awareness of its use of these new applications among the population. This was a theme that recurred at various parts of the discussion, and was seen to be essential to their use.

This desire to see government introduce these tools was based on a number of reasons. Two that stood out for me, given one of the themes that I have been belaboring here, were inevitability:

[G]overnment cannot ignore these applications because they are more and more prevalent. [...]In short, there is a technological imperative at work, and one that will force the government to respond and/or adapt. (My emphasis)

and the opportunity to support more and richer engagement with our publics:

[A] recurring theme throughout the discussions was the perception that [Web 2.0] adoption represents an opportunity to transform the ‘face’ of the Government of Canada, to make it more approachable, less remote, and more responsive to Canadians. [...]Conversely, if it does not adopt these types of applications, the GC risks being seen as more out-of-touch than it is already perceived to be.

Audience

The risk that, in avoiding or being too slow to understand these tools, government’s can damage their reputations is a real one. The negative impact of this inability to adapt sufficiently nimbly to new technologies will manifest itself initially – and critically – with employees.

A related point and one of the most interesting observations is included as part of the final miscellaneous communications issues. The authors note that, of the sub group of participants classified as ‘Internet users,’ nearly all of them think that public servants should be able to use these tools as part of their work;

There was general agreement that public servants should be able to access these sites to understand how they work, as well as their potential strengths and weaknesses as communications vehicles if the government is considering using them.

If public servants can’t access these sites, can’t learn how social media work by observing how the public use them, then there is precious little chance of, when they need to be able to deploy one of these tools, of them getting it right.

Conclusion

If this paper is any guide, the second phase of the project, the quantitative survey, promises to yield a rich array of insights about citizens’ expectations of governments use of social media.

What would be really interesting, however, would be some data on views about how these tools might be implemented inside government, because that is where, for me, the real value for much of this lies.

Without the people and knowledge management practices that can be achieved through the smart use of social media, governments will struggle to attract and retain the type of public servants that could use these tools to effectively engage with citizens. The question is: how long will it take us to reach that point. And, more tellingly, where will everyone else be by the time we get there?

Photo: victoriapeckham

This has been motivated partly by the belief that we won’t be able to effectively adapt to the changing external environment without articulating a sound business case to senior managers – in a language that they relate to and respect. The second consideration has been the desire to promote the communications function as a strategic, rather than tactical or reactive, one.

Late last year the Arthur W. Page society issued a report on the evolution of corporate communications, The Authentic Enterprise [PDF 421 KB], that zeroes in on exactly these issues. And while it is written for the private sector, it has any number of valuable insights for public sector communicators.

The report is divided into two parts. The first looks at the changing environment for corporate communications, citing three factors as being central to the challenges for businesses:

• the emergence of a new digital information commons;
• the reality of a global economy; and
• the appearance and empowerment of myriad new stakeholders.
  The Authentic Enterprise, p.6

The second part of the report looks at the evolving profession. In order to succeed and thrive in this new environment, the authors suggest that the communications practitioner will need to develop not only new skills, but a new approach to the role. Including the advice that:

We must shift from changing perceptions to changing realities. In a world of radical transparency, 21^st century communications functions must lead in shaping behavior – inside and out – to make the company’s values a reality. (p.16)

Their point about shaping behaviour is a signal one. How do we, as communicators, shape those desired behaviours? I would argue that it is through a change process. Clearly articulating the future state (as well as, in the language of the report, the enduring values that will power the transformation), engaging with our publics through the change to monitor and evaluate progress and to fine-tune tactics, and continuing to cultivate support in the wider authorizing environment for the change.

In this scenario, what quickly becomes apparent is that in order for us to manage the change while still effectively discharging our accountabilites, we must have engaged and empowered staff. They are the most critical of all our publics.

This is borne out in the second part of the report where 31 CEOs were surveyed about their perceptions and expectations of communications chiefs. Emerging strongly from this section is the view that internal communications are now regarded by the CEO as, if not more important than, at least on par with external communications.

The weight of the job between external and internal communications has shifted. And I think internal communications is just more important than it ever used to be. (p. 42)

Before, PR was mostly generating stories, but today a big part of the job is enlisting your own employees and associates to buy into and help drive the strategy of the company. (p. 47, my emphasis)

In the public sector, this translates to driving employee engagement and communicating the values of the Code of Conduct. It also reinforces the notion that, in terms of introducing social media into out communications planning, we should be implementing it for internal audiences first.

In fact, this view gives rise to the best quote in the paper, one that senior public sector managers should cut out and paste on to their office walls:

It is in the corporation’s best interests to empower more and more of its workforce with new collaborative tools, training, know-how – and trust – so they can responsibly and strategically interact with the external world. (p. 29)

If you don’t trust your staff to act responsibly, you will quickly find yourself with a disengaged workforce and, as a result, fundamentally incapable of responding to the challenges that the authors identify in the report.

This is a valuable report for anyone interested in understanding how we might conceive a strategic approach to the changes in the operating environment of the public management system. For public sector communicators, however, I would rate it as essential reading.

Photo: krystal.pritchett

I have posted before about the seismic change that social media is bringing about for the public sector. As communicators, more than most other staff, we need to be able to track the impact of this change and begin to experiment and engage in order to provide our managers with the advice they need to remain abreast of developments or, in a perfect world, capitalize on this changing environment.

Are you getting the support and the tools you need to do your job well now and to grow and develop professionally? Or are you stuck in a backwater where managers are dismissive of the impact of this change and are determined to continue to pursue a course that was first plotted in the late ’90’s?

Unsure? Here’s how you can tell.

Internet access

Do you have unrestricted access to the Internet? No blocking of social media sites?

What about the ability to download files to your local machine? Do you have a bandwidth limit that means you have to prioritize your podcasts? Or is your internet traffic one-way only?

What about the ability to FTP files to a remote server?

Do you have a configurable web browser like Firefox, or are you stuck with Internet Explorer (I call IE7 ‘the pendulum,’ because it spends most of the time hanging…)?

RSS

If you haven’t got your head around this yet, then it should be at the top of your priority list. Being able to source, process and file an enormous quantity of fresh content from news sites, blogs and search engines is a basic competency for a communicator.

Do you have access to an online feed reader or aggregator, like Google Reader, Pageflakes or Bloglines?

Or have you installed a desktop client, like the free and brilliant NetNewsWire?

Mobility

Do you have a mobile device that allows you to access the Internet? What about reading your RSS feeds on the commute to work in the morning? Can you visit your agency website in a meeting and retrieve relevant documents quickly and easily? That last one is probably unfair, as we know it is not the technology that is the problem…

Conclusion

If you found yourself nodding smugly as you read through this post then you are obviously working in the public sector somewhere, but probably not here in New Zealand. If you were running at around 50%, then you are way ahead of the curve and you should probably contact me so I can hand over responsibility for this blog.

If, on the other hand, at the end of that list you realized that your agency is in the social media equivalent of the dark ages, then you have two choices:

1. start agitating for change
2. embrace the 21st Century

The clock is ticking. What are you going to do?

Photo: J.McPherson

Despite the evidence and regular predictions about the central role that mobile devices will play in the future of the web, public sector agencies (most of them anyway) have yet to recognize this and build or adapt their existing sites to accomodate these users.

One obvious reason is that public sector agencies’ investment cycles are a lot longer than twelve months and that we will start to see mobile-friendly sites developed increasingly over then next 36 months. That may be the case, but it points at what I believe is the fundamental problem with the .govt.nz domain space: that the management of government websites is mostly considered to be a technical function.

These are not, however, technical issues. The technology has been developed, is already widely used and understood. It is a question of business managers understanding how they can use these tools to better achieve their outcomes.

One possibility

Let me give you an example. We know that the telephone is New Zealander’s preferred means of interacting with government. We also know that it is the channel that causes the most grief for customers (and hence materially impacts upon the agency’s customer satisfaction ratings).

Yet how many government websites offer real-time interaction via the web, using instant messaging, for example? None that I am aware of (happy to be contradicted, point to examples in the comments).

Think about the advantages. You still have people in the ‘holding pattern,’ waiting to interact with a human being, but staff can see the nature of the query/complaint and make a judgement about moving it up or down in the queue.

You can also track contact drop outs against the logged query/complaint and garner much more data about the effectiveness of the interactions, because it can all be stored and – more importantly, given the volume of data we are talking about, searched.

Now to really add public value, you could have the customer service representative tag the data as it is entered during the exchange, for example applying microformats to describe attributes like location and time, which would effectively create a rich dataset for the agency — and for any enterprising third parties, much like Adrian Holovaty’s EveryBlock.

The solution

The first couple of aspects of the scenario above are pedestrian in both conception and execution. The notion of introducing semantics to the process has the potential to transform the agency’s interaction with its publics.

As I suggested above, the lack of coordinated and strategic development of the namespace is because what are essentially communications issues are decided by technologists.

A small part of the solution is wresting back control of the way our agencies interact with their publics; the greater challenge is to understand the technology sufficiently to effectively engage with management and the technologists in these discussions. Otherwise we will be doomed to keep arriving just in time for the ribbon cutting…

Photo: Waponi

Thompson wants to examine the view that the relationship between the media and the public sphere is damaged and that this is contributing to declining levels of trust in public institutions. He does this, perversely but perhaps understandably, by looking at a public media institution, the BBC.

Quoting Tony Blair, Thompson wonders whether the British media’s ferocity is a contributing factor:

It is not enough for someone to make an error. It has to be venal. Conspiratorial.
Blair’s speech to Reuters

I am sure few public sector communicators were surprised by these comments. We all have our moments with the media. As we should. Democracy thrives on scrutiny. I wouldn’t want to live and work in a society where the media didn’t –or couldn’t– look critically at the government. As Thompson says:

One of the tasks of a free press is to uncover public malfeasance. The media is right to be alert to it and to pursue and investigate any evidence that it is taking place.

He is also right when he notes later that it is under this sort of intense scrutiny that a politician (and it applies equally to institutions) is in the best position to build trust and confidence in their performance:

[...] it’s in the big and sometimes tough interviews that you really build credibility and public confidence.

Quality

However, the underlying assumption here is the quality of the journalism. And this is the issue that, for me, seems to be central to any understanding of the role of the media in the trust people have in their public institutions.

Firstly, rigorous scrutiny should always be part of an open and objective inquiry. Shrinking media ownership (and newsrooms) has meant, to this avid news consumer, a move away from studied, investigative and local stories to the production of content that is more readily syndicatable to the other parts of the media franchise. What translates in all markets? Scandal, crime and, occassionally, human interest pieces with quirky angles.

Thompson is right about the tough interviews building credibility, but how often do we actually see those sorts of exchanges? Perhaps the British media are chock full of that sort of content but in the antipodes it is a much rarer occurrence. When he talks about the BBC’s commitment to make more space for ideas about policy and policy choices just reinforces the dearth of that sort of programming here.

Influence

Secondly, trust in public institutions, and indeed in the mainstream media, is now not just dependent upon the same. The democratization of the means of publishing content has seen a flourishing of commentary and critique (much of it well informed) about the way the news is reported, packaged and delivered to us. In fact, many people now trust blogs more than conventional media as a reliable source of information.

With the increasing accessibility of alternative commentary and criticism, people are becoming more literate readers/interpreters of news and what Thompson disingenuously disparages as scepticism (the ET argument is truly specious), for me, epitomizes this profound shift away from reliance upon a single, authoritative ‘medium of record.’

Trust

How does this affect trust in public institutions? As I noted above, the media are critical to a healthy democracy; it does not follow, however, that they are necessarily the dominant part of the trust equation. This is a function of a more complex relationship with our publics, one that is primarily the result of direct experience. As I said last year, trust is:

the fundamental social and political legitimacy that we have to keep earning every day.
Online reputation management

Part of that process is media relations. A small part. Most of the work is in successfully dealing with the multitude of engagement opportunities that your organization has every day, online and off.

Closing thoughts

At 18 pages (I had to print it out, there is no way I can read 6,000 words on screen), and given he is a broadcaster, you would hope that it would be written for the ear not the eye. Alas, no. There are no concessions for the ear, nor use of rhetoric; no repetition or stories, indeed nothing as fundamental as a key message. It is both abstract and prolix. Don’t ever write a speech like this; nothing will diminish trust in government more than subjecting an audience to this sort of ordeal.

There is one other egregious error. Thompson posts the transcript to the blog with this introduction:

The full text of my speech is below and I’d be interested to know what you think about it.

That may be so, but despite 34 people (as of this post going up) sharing their thoughts, Thompson himself is absent from the conversation. If you are trying to build trust, then perhaps it might be worth your while engaging with the audience whose thoughts you are professing an interest in hearing.

Photo: SeenyaRita

What I found interesting about his first post (he has posted two more on the topic with the fourth to come) Reputation: where the personal and the participatory meet up was that the discussion (so far) is limited to individuals; the implications of what online reputations mean for organizations doesn’t feature. So I thought I might explore some of those implications, particularly as they relate to government agencies.

Before I get to the 3-step approach to a reputation management, it might be worth pausing to consider what exactly we mean by an agency reputation. I’m not sure that I necessarily agree with the definition Andy derives from the symposium, at least not in a public sector context:

reputation can be seen as a market in which people invest in reputation, store it, exchange it, and expend it as necessary for other goods.

My take on it is that reputation is a product of the degree of trust that your publics have in your agency. It is not an end in itself — and it is certainly not something that we are in a position to trade. Public sector agencies have public monies and public authority ceded to them by the citizens of the state. The extent to which we effectively manage that money and authority determines the level of trust that the citizens have in their public institutions; reputation is one expression of that degree of trust.

Other expressions of trust may be, for example, the willingness to comply with taxation policies, to engage in public consultations or elections or to participate in the census. None of which, in a functioning democracy, you would want to see compromised…

The 3 Steps

A public sector communicator’s job consists in part as being the curator of their agency’s trust. While their fellow managers have responsibility for the effective discharge of the public’s money and authority, the communicator is responsible for ensuring that this is transparent to that authorizing public.

Within this framework, what then can a public sector communicator do to effectively manage their agency’s online reputation?

Online/offline

Any consideration of an agency’s online reputation must first acknowledge that, no matter how much work you do in cyberspace, most of the transactions that impact upon your reputation will still take place offline. For that reason, you might want to focus your attentions on your internal communications. If you can engage your staff and have them embrace the vision of your agency (and the values of the public service), then you have a solid foundation on which to build your management strategy.

Online, all the time

Your online presence is, for all intents and purposes, ubiquitous. No matter how many people you have in the field, at the counter or behind the wheel, the simple fact of the matter is that your web sites are available 24/7 to anyone, anywhere. Or they should be.

And, as more and more people use their phones and other portable devices to access the Internet, the smart money would be on those agencies that make a strategic investment in exceeding these customers’ expectations.

Not busy, engaged

Social media offer real opportunities, if deployed intelligently, for an agency to engage with it’s publics in ways that are both convenient, transparent and, increasingly, expected by younger citizens who are only just forming their own impressions of what it is like to deal with government agencies.

Conclusion

Ultimately, any and all of these tactics are only ever going to assist you to manage the outputs of your online reputation, not the outcomes. These are contingent upon the nature of the many and complex interactions that your publics have with your agency. However, while you can’t control the outcomes, you are obliged to do your best to manage those elements within your control.

Trust in government is an indicator of a lot more than reputation. It is not just a measure of credibility or a record of successful transactions (the TradeMe model) but is the fundamental social and political legitimacy that we have to keep earning every day.

Photo: sonicbloom

Like Dave, what I found most interesting (and that was a tough call given the amount of dubious and unethical practice this guy was self-servingly touting) was his –and by extension– his firms’ attitude toward moderating comments. The heading gives you a pretty good idea of their contorted approach to the concept of integrity:

Commenting: Having a conversation with yourself

Also, we aren’t afraid to delete comments – if someone is saying our video (or your startup) sucks, we just delete their comment. We can’t let one user’s negativity taint everyone else’s opinions.
Dan Ackerman Greenberg

You have to respect their self-styled lack of fear in deleting criticism, don’t you? I certainly admire his courage for sharing his venal, duplicitous professional practices with us.

Of course, this is not an isolated instance. It seems the growth in influence of social media is accompanied by an increasing willingness to try and control the message using a lamentably old media mindset, albeit assisted by some very clever technology.

Another blogger details how the San Francisco Chronicle uses software to continue to display deleted comments to the people who posted them, leaving them completely unaware that their views have been hidden from everyone else that visits the site. Subsequent commenters to the post then reveal that other sites are using similar techniques.

All of this has led to the obvious Web 2.0-type social media solution: a forum for people to post their comments that have been censored by moderators on other sites. don’tcensorme.com claims that

Your right to free speech online is at the mercy of website moderators. There are no checks in place for moderators online. This site aims to change that and put the balance of power back in your hands.

I don’t think freedom of speech is really at risk here; it seems more a case of an inept attempt at reputation management by suppressing critical comment. The important lesson to takeaway is that, no matter how devious or cunning you are, your perfidy will be exposed and your reputation will be forever linked (and cached) to the evidence.

For public sector communicators there is more at stake. Agencies cannot afford to risk their reputations like this; we should openly suffer the slings and arrows and attempt to build our reputation by engaging with substantive criticism, rather than deleting dissent:

Fairness: social media is about reciprocity, if you are going to engage and invite comment then accept the good with the bad. Post a very clear comments policy and stick to it. Don’t delete comments because they are critical of your agency or policies.
Principles of public sector social media.

Ultimately, private sector organizations that are exposed behaving unethically will answer to their customers or the market. Government agencies endure; our job is to build trust, not to gamble with it.

Photo: spacesuitcatalyst.