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Community buildingJuly 19th, 2006 |
Business Week Online just published an article on new media and community that’s an excerpt from Henry Jenkins‘ new book. Edit: Looks like it came originally from Next Generation. It heavily references the work that we did early on in SWG in building community.
These days, it sure seems like there’s a mixed reaction to how the community is handled, but I do think we did a pretty good job back then, and at the time it was widely referenced as a model.
The premises under which we operated were:
- Be open to the players: both in terms of telling them what you are doing, and in terms of listening to what they want
- Communicate daily
- Communicate honestly
- If things change, tell them why — they’re smart people, they will understand
- Have weekly events of info release so that there’s a reason to come back regularly
- Ask questions, and listen to the answers
- Celebrate and highlight the best contributors
Some have since decided that it was listening to the players too much that caused some of the design problems with SWG. I am not sure I agree. If anything, I think that many subsequent problems came from not listening enough, or not asking questions in advance of changes. Walking a mile in the players’ shoes is a difficult trick to pull off even if you have the best of intentions.
The tensest and most difficult moments in SWG’s development — and they came often — were when we had to remove something that players really liked. Usually, it was against our own wishes, because of time constraints or (rarely) orders from on high. But we couldn’t tell the players the real reasons sometimes. That sucked, frankly, because the open relationship really did matter. As often as we could, we laid everything bare.
These days, it’s accepted wisdom that you don’t reveal a feature until it’s done, so as to guarantee that you never let the players down. Of course, even finished features sometimes fall out for one reason or another…
In any case, I think I don’t agree with that philosophy. I’d rather have prospective players on a journey with the team, than have them be a passive group marketed to. Yes, they will suffer the ups and downs, and see the making of the sausage… but these days, that’s getting to be an accepted thing in creative fields. There’s not much to gain, to my mind, in having the creators sitting off on a pedestal somewhere — people fall from pedestals, and pedestals certainly will not survive contact with Live operation of a virtual world.
Instead, I’d rather the customers know the creators as people who make mistakes, so that when one happens, they are more likely to be forgiven or understood.
How did the experiment work out? Well, bottom line in SWG’s case is that we certainly overpromised and underdelivered. But the curve for active community users was an exponential one aiming at the moon, and until the day when I had to go out there and tell them that the game was being released, they were working with us — contentiously, but all pulling in one direction. And the result was that registrants to the game on the first weekend was exactly equal to the number of active community users, and the sales curve simply continued that trend over time.

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[...] Raph doesn’t bear all of the responsibility for that - in fact, he condemns what happened on his own blog. His condemnation includes these pearls of wisdom: Some have since decided that it was listening to the players too much that caused some of the design problems with SWG. I am not sure I agree. If anything, I think that many subsequent problems came from not listening enough, or not asking questions in advance of changes. Walking a mile in the players’ shoes is a difficult trick to pull off even if you have the best of intentions. [...]