Google’s real-time search ups the misTweet ante

Google has announced that it is going to be indexing the web in real time:

Now, immediately after conducting a search, you can see live updates from people on popular sites like Twitter and FriendFeed, as well as headlines from news and blog posts published just seconds before.

[…] You can also filter your results to see only “Updates” from micro-blogs like Twitter, FriendFeed, Jaiku and others.

[…] Our real-time search features are based on more than a dozen new search technologies that enable us to monitor more than a billion documents and process hundreds of millions of real-time changes each day. Of course, none of this would be possible without the support of our new partners that we’re announcing today: Facebook, MySpace, FriendFeed, Jaiku and Identi.ca — along with Twitter, which we announced a few weeks ago.

This announcement should make people with twitchy Twitter fingers pause. There was once a time when a mis-posted Tweet could be deleted in time to ensure it never made it into Google’s cache (although never fast enough ensure no one saw it in their timeline). Google hasn’t explained how they will now deal with deleted updates, but my own experiment this morning showed that deleted Tweets are not deleted from Google in a timely fashion (if at all).

This is good and bad news. On the one hand, Google Cache has allowed me to do a bit of forensic Twitter searching to piece together deleted conversations. There will be times when it will be an important tool for holding public figures accountable for what they say in public. On the other hand, everyone makes mistakes. Shouldn’t we be able to delete and forget them?

However Google ultimately decides to deal with deleted content, it’s a timely reminder not to update in haste.

Notes of caution and notes of hope

Stephen Baker writes an interesting piece over on Business Week sounding a note of caution about social media snake oil (and publishes some paragraphs that didn’t make the final cut on his own blog). The comments take Baker to task about the case studies he selects, but I think the point he makes still stands: It’s very easy to become a well-known name in social media regardless of your actual knowledge and experience, and quite a different thing to achieve results.

The problem of social media carpetbaggers is something I’ve mentioned before, but it’s a topic worth revisiting regularly because it’s not one that’s going away. People can be suspicious of consultants at the best of times and now that the job title “social media consultant” draws the same reaction as “estate agent” or “used car salesman”, it’s clear that the carpetbaggers are having a strong and negative impact on the perception of social media.

Therein lies the problem. Social tools can be incredibly powerful, but they have to be used well to stand even the slightest chance of success. If you have a crappy email client, you just have to learn to live with it. A crappy social media project is not only something that people can reject out of hand, it’s also likely that when it fails it is social media that is blamed, not the implementation.

Baker suggests that there is “danger of a backlash”. I’d say that the backlash is already happening – I see it already in the scorn some people heap on not just consultants but the tools themselves.

We saw exactly the same thing happen after the Dot Com Crash. Companies that had invested in expensive web projects, many of which were doomed from the outset due to being patently stupid ideas, failed to look at their own poor decisions and instead wrote off the web as a bad idea. “Internet” became a four letter word. (If you tried raising biz dev money in autumn 2002, you’ll know that!) The baby was thrown out with the bath water.

Seven years later, companies that had been quick to throw their digital talent under the bus have found themselves way behind competitors who reacted more sensibly to the end of the boom. Those who invested wisely in the web and ensured they had good digital people on board have flourished. The nay sayers are still running to catch up.

So here are two basic truths about social media:

* Social media is not a panacea. It cannot perform miracles. It cannot turn a sow’s ear into a silk purse. It can go horribly wrong horribly easily.

* Social media is not a waste of time. It can be transformational. It can empower your staff and your customers. It takes time, effort and understanding to get it right.

Companies making bad decisions now about social media are going to have a lot of running to do in five years’ time when they suddenly realise how far behind they are.

links for 2009-12-06

  • Kevin: The Wall Street Journal reports: "Interviews with roughly 90 ordinary Iranians abroad — college students, housewives, doctors, lawyers, businesspeople — in New York, London, Dubai, Sweden, Los Angeles and other places indicate that people who criticize Iran's regime online or in public demonstrations are facing threats intended to silence them."

links for 2009-12-05

links for 2009-12-04

Why does a blog look like a blog?

Smashing Magazine has an article titled The Death of the Blog Post, wherein UX designer Paddy Donnelly examines a trend amongst web designers to play with their blog’s design and layout in what he calls a “blogazine” – a blog with a magazine-style layout. Donnelly’s main point seems to be that he, and other designers, find traditional blog designs boring, and feel that that each post deserves to have its own design to service its own needs, rather than have to fit in with a single blog-wide design.

I can understand why this is deeply attractive to designers. The creative freedom to tailor a page’s design perfectly to fit the text must be something designers often crave. And the examples he gives, particularly those from Dustin Curtis, look lovely. But the idea of designing each post afresh is only going to work for a very tiny minority of bloggers with the time and skills. For the vast majority of bloggers, this is just not an option.

But more than that, conflating blog and magazine is a really bad idea.

In unpicking why, we have an opportunity for some important lessons for enterprise. The first is that your blog design really, really matters. There is no excuse for you not to have a beautifully, professionally designed blog that is readable, accessible, and flexible enough to be read on different monitors or devices. If your blog is just slapped onto your corporate website with the same navigation, styling and layout as the rest of the site you should get it redesigned right now. No excuses.

The next lesson is relevant not just to enterprise, but also to web designers shifting from site design to blog design: Blog design patterns matter.

When you look at a well-designed blog you will see a number of features that I call “blog furniture”. There are many pieces of blog furniture to choose from, and not all blogs use all pieces, but most use a combination of:

  • Calendar
  • Search
  • Categories
  • Archives
  • Recent posts
  • Recent comments
  • Meta information (e.g. the admin sign-in link, RSS feed link)
  • RSS feeds from other sources, e.g. Delicious, Twitter, or news headlines
  • Badges from third party sites, e.g. Flickr badges
  • About the Author text, photo or link
  • Blogroll or list of external links
  • Tag lists or tag clouds

These are really important not just because they are useful, but because they provide the visual cues that tell visitors they are somewhere different from the rest of the site, somewhere more personal, more conversational, more informal. Take those cues away, and you risk confusing your readers, even if only momentarily.

If I pitch up on a page that looks just like the rest of the site – or, indeed, nothing like any other page on the site – then it’s going to take me a while to understand what it is and what it’s for. When we arrive on a new site, we give it less than a second to impress us. If the visuals conflict with the content, for example, we are expecting to see a blog but we are presented with something that looks like a magazine, we are less likely to hang around. The fact that it looks pretty isn’t going to make up for that moment of disconnection. (In this precise case, designers may be the exception, but that also means they are profoundly unable to judge whether or not a page causes a conflict of expectations.)

Thirdly, RSS matters. A cornerstone of the blogging world, RSS strips out all design and present, very simply, passages of text interspersed with any graphics. Donnelly’s post looks awful in RSS. Compare and contrast:

From the website

The Death Of The Blog Post - Smashing Magazine

From the RSS feed

NetNewsWire (1536 unread)

A blog post that reads in a disjointed way, with too many graphics, in your RSS reader is going to be a post you don’t bother to finish. Beautiful layouts that rely on the juxtaposition of text and image to make their point are likely to fail horribly in RSS.

I would say that if you’re creating a site with lots of bespoke pages, no blog furniture, which loses its coherence in an RSS reader, you’re not actually writing a blog at all: you’re using blogging software as the backend of a website. Now, there’s nothing wrong with that and I’m glad that such talented designers are flexing their online creative muscles. But let’s not confuse our spades and our shovels.

Over the last ten years blogs have evolved conventions because those conventions are useful. There is no reason why those conventions should hamper design, but you throw them out at your peril.

The other Two Cultures

What are the implications of reducing bureaucracy? Bill Vlasic of the New York Times asked that question in his piece about how General Motors is trying to get rid of needless form-filling and shed its “hidebound, command-and-control corporate culture”. GM is trying to shift from a company where dissent was marginalised to a culture of openness and honesty.

I agree wholeheartedly with Johnnie Moore, when he says:

My feeling is that what appears to be happening at GM needs to happen in a lot more places. It often seems to me that everytime we experience a crisis, the solution is to write more rules. […]

The intention is good, but the practical effect is to engulf people in explicit, complicated systems and reduce their freedom – based on an unconscious assumption that everyone is not to be trusted. We give ascendancy to people who are really great at theory and effectively degrade practice. I think its rooted in the idea that one person or a group of people can effectively oversee a system and control how it works with written instructions.

In order to get things done people have to find elaborate work arounds for the rules, often with anxiety. The result: it’s actually harder to create real trust the human way, using our judgement and instincts.

This reminds me of theories of management that I stumbled once on Wikipedia, Theory X and Theory Y, which were proposed by Douglas McGregor in the 60s. In Theory X, management assume that employees are “inherently lazy and will avoid work if they can”. In Theory Y, managers assume that employes “may be ambitious and self-motivated” and enjoy their work.

Whilst reality tends not to fall into two neatly opposing mindsets, the framework is still useful, especially when think about how social media fits into a corporate culture. One could extend the theories thus:

Theory X companies are inimical to social tools, because they simply do not trust staff. Concern that people will ‘abuse’ the tools in some way leads to attempts to control employees’ access to them. The company’s public blog winds up with an editorial committee, only approved managers are allowed an internal blog, and access to sites like Wikipedia or services like Twitter are curtailed. Social media projects generally fail in these cultures, if they are ever started in the first place.

Theory Y companies, on the other hand, are ready to trust their staff to do the right thing. Social software is made available to all, small talk and social uses of the tools are allowed (sometimes even encouraged), and people build stronger relationships with colleagues which increases trust and ability to collaborate. Departmental silos are broken down, communication across time zones and locations improves, duplication of effort is reduced. Social media projects generally succeed in these cultures.

Of course, in reality, corporate cultures are not homogeneous. One department may have a much more open, collaborative and sharing culture than another. The question is whether Theory Y cultures are nurtured and growing within a wider Theory X company, or are they seen as aliens to be disposed of?

(The other Two Cultures, in case you’re wondering, are CP Snow’s.)

The dangerous distraction of GWOG – the Global War on Google

Rupert Murdoch and his lieutenants’ Global War on Google might make for entertaining copy for journalists who enjoy an old fashioned media war with titans going toe-to-toe, but Adam Tinworth has pointed out the danger of taking this rather noisy display of “posturing and PR” too seriously. It is distracting people in the news and information business from dealing with the real issues besetting our businesses.

But in this war of words, the true issues seem strangely absent. Where’s the discussion of how newspapers can compete for readers in the age of the attention crash? Where’s the careful analysis of the role of the general publication when their audience’s time is being slowly eaten away by a million and one niche websites that speak more directly to them than anything a national paper publishes? Who is talking about how you rebuild publishing companies to account for the new economic reality of internet publishing.

These are huge issues that are being completely ignored in the bluster of Murdoch’s posturing. These issues are critical in the development of any paid content strategy.

I would like to think that behind the public bluster that these issues are being discussed in strategy meetings across the industry, but I doubt it. I would wager that Adam and I have discussed these issues over beers more than they have been discussed in any boardroom. I feel relatively confident that I would win this wager.

While Adam highlights the scarcity of attention and abundance of content, industry leaders still boast about the indispensability and exceptional nature of their content. Too many newspaper editors still believe that their competition comes from other newspapers, not from music streamed on Spotify, TV from the BBC’s iPlayer or Apple’s iTunes or Modern Warfare 2 (which sold 4.7m copies in 24 hours). Newspaper journalism is competing for time and attention against a myriad of other choices in an over-saturated media environment. Until news organisations (and content creators of all stripes) begin to grapple with the economics of abundant content much of it of very high quality, we’re not going to take the many steps necessary to create sustainable businesses that support journalism.