Tag Archive: community


I’ve recently picked up a copy of Jonah Lehrer’s How We Decide, a book I haven’t yet completed but (so far) highly recommend.  The book itself is about behavioral psychology and neuroscience, but I found it specifically enlightening in regards to the study of community management.

Anyone who does business with people online is familiar with John Gabriel’s Greater Internet Fuckwad Theory.

Courtesy, of course, of Penny Arcade.

People are jerks on the Internet.  This is not news, and a lot of digital ink has already been spent discussing and rehashing this concept, in ways both humorous and otherwise.  It’s one of the immutable laws of the Internet, and no one who has ever worked with an online community would think to tell you otherwise.  The question that is more important to community managers, of course, is why—and about this I believe Mr. Lehrer may have something to say.

Mr. Lehrer refers to an experiment conducted by a Harvard scientist named Joshua Greene.  In the experiment, which is intended to shed some light on why people make moral decisions the way they do, participants are asked to respond to moral questions while hooked up to a brain scanner.  The first of the questions is as follows:

You are the driver of a runaway trolley.  The brakes have failed.  The trolley is approaching a fork in the track at top speed.  If you do nothing, the train will stay left, where it will run over five maintenance workers who are fixing the track.  All five workers will die.  However, if you steer the train right—this involves flicking a switch and turning the wheel—you will swerve onto a track where there is one maintenance worker.  What do you do?  Are you willing to intervene and change the path of the trolley?

According to Mr. Lehrer, roughly 95% of participants in this study agree that they would throw the switch—that changing the track is the right thing to do.  Some even go so far as to claim a moral imperative—that not changing the track is a moral failure on the part of the trolley driver.  A second thought experiment is then posed:

You are standing on a footbridge over the trolley track.  You see a trolley racing out of control, speeding toward five workmen who are fixing the track.  All five men will die unless the trolley can be stopped.  Standing next to you on the footbridge is a very large man.  He is leaning over the railing, watching the trolley hurtle toward the men.  If you sneak up on the man and give him a little push, he will fall over the railing and into the path of the trolley.  Because he is so big, he will stop the trolley from killing the maintenance workers.  Do you push the man off the footbridge?  Or do you allow five men to die?

Lehrer notes that in this scenario, despite the fact that the mathematics of the situation—five lives or one—are identical, almost no one is willing to make the decision to kill the one and save the five.  The experimenter reasons that these represent two different classes of moral decision, calling them “personal” and “impersonal” moral decisions.  In the former scenario, all I really do is flick a switch and turn a wheel.  In the second, I must physically pick up and fling a stranger to a horrible death.  I am physically using my body to do harm to his body.  In the former, there is a layer of abstraction between myself and the horrible act I have been forced to commit.  In the latter, I am forced to look my own actions (and the victim thereof) in the eye.  What was a moral imperative, suddenly becomes murder.

The interesting thing about this is that, as Greene points out, this distinction is not a vague or fuzzy one—it’s actually hard-wired, directly into our brains.  When the subject is presented with the second choice, an entirely different set of neurons lights up.  The decision is made in a different part of the brain.

Before I started working for Wowhead, I worked for the ZAM Network—at the time, a holding company that owned a number of different MMO sites, including Allakhazam, Thottbot, and the MMOUI network of sites.  When Wowhead became part of the ZAM Network, no announcement was made right away—the team wanted to be able to spend some time time discussing how exactly the announcement would be made.

This is the Internet, though, and nothing stays a secret for long.  Within an hour after the paperwork had been finalized, the info was leaked on a tech blog that Wowhead had been purchased.  In response, we wrote a hurried announcement for the front page of the site, talked a little bit about why Wowhead had taken this step, and provided an email address for people to contact.  My first job working on Wowhead was to monitor the emails coming in to this address.

Over the course of the next two weeks, we received hundreds of emails.  Many of them were complimentary, curious, or just had simple questions, but a good number of them were written in outrage—people were furious, angry that Wowhead had “sold out”.  My (self-assumed) responsibility was to read, understand, and respond to every one of these emails.

As I wrote these responses, I noticed something odd—the minute the writer of the angry email received a response, their tone changed completely.  It was as though the writers didn’t realize that these emails did not simply get dumped into a virtual bin somewhere—they were shocked to find that a real, honest-to-goodness human being was reading these responses, and hand-writing individual replies back to each one.  The moment one of these replies was received, the writers would back off immediately and apologize for being harsh.  I didn’t have to say much—just a little “hey, we’re not going anywhere or changing everything, give us a chance”—and people calmed down very quickly.

People are jerks on the Internet.  But I don’t think the reason for this is because the anonymity shields them from consequences—increasingly, people are becoming married to their usernames.  I know that if you google “Malgayne“, you can quickly find anything I’ve ever written.  If I were to post something embarrassing, rude, or ill-advised on this blog, anyone who was offended could spend ten minutes matching my username to my Twitter account and Facebook, which would give them anything they needed to know to find me in the future.  I am not anonymous enough that I can shield myself from dealing with the consequences of what I say.

No, people are jerks on the internet because as far as your brain cells are concerned, no one else on the Internet is a real person.

The Internet is the trolley switch that keeps me from realizing that by taking this action, I will be murdering a human being.  It’s the thin layer of implausibility which interferes with my brain’s ability to make the connection that by being a dick to this guy on a forum, I’m actually bullying him just as much as I would be if I called him an asshole to his face on the street.  It’s the colorful set of pixels that keeps me from realizing that this gnome I’m griefing in World of Warcraft is a real person somewhere—somebody who had a hard day and just wants to relax by farming some leather, and now I’ve taken even that from him by camping his corpse for 45 minutes.

In order to effectively manage an online community, we need to realize that this is not simple “bad behavior” on the part of our users—it’s chemical.  The decisions we make when interacting with people online are governed by an entirely different part of the brain than the decisions we make when interacting with people in person.  Even fine, righteous, morally upstanding people behave differently when they’re dealing with people online, because suddenly interpersonal ethics are being governed by a part of the brain that was built for something else entirely.

If we want to be good community managers, we need to remember two important things:

  1. Every time we feel tempted to be rude, cruel, or judgmental towards someone else, we must forcibly remind ourselves that behind those pixels is a real person, with real feelings and real wishes that need to be addressed, and:
  2. Unless forcibly reminded, no one—no matter how good a person they may be—can be expected to consistently abide by #1.

For those who are interested, Jonah Lehrer maintains his own blog, called The Frontal Cortex, at http://www.wired.com/wiredscience/frontal-cortex/.

Like This!

In the process of reading the GamePro article I linked yesterday, I missed some critical information.  Specifically, I seem to have glossed over this damning paragraph:

To be fair to Amrich and to explore why so many community managers find themselves in these “blurry” situations, we should look at how the role of community manager has evolved over the last six years. Before Xbox Live’s Larry “Major Nelson” Hryb — who holds the ambiguous title director of programming for Xbox Live — community managers were mostly forum moderators, people whose job entailed monitoring message boards and weeding out trolls.

Now I’ve only been a community manager for about three years.  But even as a relatively fresh face in the industry, I can tell you that community management industry is older than Major Nelson.  MMO studios have been focussing heavily on community management for ages, and I believe it’s played a significant role in the explosive growth of the MMO Industry.  Early MMOs were built on the subscription model, and that means that you need to do more than market your game—you need to support it after the fact.  Your game needs to evolve, it needs to constantly add new content—and the only way to do that is to listen to your players, to get to know them, and to develop your game accordingly.

The fact is that every generation of game developers is learning and studying these lessons on their own, reinventing the wheel over and over again.  What mainstream game companies are learning now about the risks, dangers, and ultimately the value of community—these same lessons were being learned (the hard way) by MMO community managers several years before.

But that’s not where it started.  Before MMOs were managing their own communities, the fansites were doing it for them.  That’s where this all began—with the fans.  This is also why the best community managers don’t come from marketing or PR backgrounds—though a degree in marketing certainly can’t hurt (I’m studying for one myself).  The best community managers, if I may toot my own horn, come from fansites.  It’s been very heartening to see friends (like Tamat over at NCSoft) who made the jump from fansite to community manager.

This whole process has marked the very shift in focus that community management is based on from the very beginning—listening to your fans.  The very reason why community managers exist is because game companies, slowly but surely, are starting to understand that their fans are the heart of their business, and forming channels and conduits through which game studios can adopt their ideas into the games—and the game studios—only means good news for all of us.

Community Management and the New PR

GamePro posted an article yesterday which I consider required reading for anyone who doesn’t feel like they really understand what a “community manager” does. The article can be found here:

http://www.gamepro.com/article/news/215050/analysis-communication-confusion-and-community-managers-update/

The inspiration for this was something that happened to Dan Amrich, a friend of mine who recently became the Social Media Manager at Activision. This is a new position, and watching him as he defines the boundaries of his new role has been a learning experience for me—as I imagine it probably has been for him.

There was a big fuss recently on Develop and Joystiq about some conjecture Dan posted on Facebook regarding the Activision / Infinity Ward lawsuit. Basically he offered some commentary on the lawsuit which was his own personal conjecture, which the news sites interpreted as official statements. Dan quickly posted a clarification on his blog, but I can nonetheless easily imagine the Activision chewing out that I personally conjecture must have occurred—I’ve been on the receiving end of a chewout or two like that myself.

Employing someone like Dan is a very scary decision for most businesses. The purpose of hiring a community representative is to connect directly with your customers, and that means really answering their questions—and not just the easy ones. You need to be genuinely open to customer feedback. Transparency is scary—the closed culture is a tradition that goes all the way back to the beginning of corporate America. There are some things that you don’t talk about. Anything you say can and will be used against you, after all—and the Internet is a wild, vindictive place.

When community management is good, it’s really really good. Seth Killian at Capcom calls it a “superhealthy feedback loop”—the players tell the devs what they’re passionate about, and the devs tell the gamers what they’re passionate about, and everyone is richer for the experience.

But when it’s bad, it’s horrid. The true danger of snafus like this lies in the fact that when the proverbial shit hits the fan, the reaction of the company is frequently one of panic. The first thing a company often does is to tie the community manager’s hands—to lock them down and prevent them from saying anything, for fear of making the situation worse. This is a mistake, just as much as the passengers trying to take the controls away from the pilot when the flight gets turbulent. Crisis situations are a good time to make your expectations of your community team very clear, but the worst thing you can do is lock down your community manager when that happens. Community managers are your first line of defense from PR crises, and heavily restricting their ability to do their job at those critical times is only going to hurt you in the long run.

The fact is, the industry needs community managers. I belong to a generation of gamers that expects to be personally engaged. We’re interested in the companies we patronize, and if we can’t get our information from the source we’ll speculate—and that speculation is often dangerous, both to the company and to the community.

The game industry, perhaps more than any other, is dependent on direct and personal online communication with the customer—and community managers are the people making that connection. We’re still in the early stages of evolution for the community management business, but as time goes on—and as the role of the community manager becomes more clearly defined—more and more companies will be realizing the benefits of a policy of transparency and open communication with their customers. And I, for one, am looking forward to every minute.

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