The training of NATO SM users is highly dependent on the approval of a NATO Social Media Strategy from which would be derived who to train, what and why.Since such a strategy is not available yet, future products of the Innovation Hub related to SM users training (draft concept and parts of it) will be based on assumptions. When assumptions are verified the draft concept (or relevant parts of it) will be considered for validation.The next questions to answer are :Who to train?What to train?
Answers to these questions, collected during the video conference and on the collaborative platform are listed here below.
Some training material already exists since some training is provided, at the NATO school for example.Way ahead :To bring more experts to this group.To expand and refine the answers to Who to train? What to train?To identify and share existing SM training material.Next video conference : when called by group members.
Fri, 05/10/2013 - 16:54
Why this organization wants to use Social Media?
Increase reputationIncrease longterm sustain Increase transparencyCreating NATO channelsSupport Civ Mil operationsJoin existing public channels to work with partnersInfo Knowledge Management within NATO
Who to train?
Commanders, leadersSocial media strategistsInformation Knowledge ManagersDelegated staffCommunication professionalsIntelligence personnelAll personnel, as a potential free SM user
What to train?
awareness of the power of social mediapsychological aspect of social media platformsHow to design a SM strategyThe SM strategy itselfTo be a listenerTo tell a story with SMA code of conduct - do’s and don’tsSecurity – OPSEC and safe environmentUse appropriate wording (SM is not a weapon)Organizational cultureHow to support an operationBasic of target audience analysisHow to tell a story, create narrativeTechnical use of new media and digital toolsSituation SM analysis, tools and techniquesSM action planningUse SM for influenceUse SM for understandingEffects assessmentCrisis managementReality complianceMonitoring/auditingSpecific intel analysis and SM useSpecific PSYOPS ananlysis and SM useToolsTechniques
Sat, 05/11/2013 - 11:42
In the lack of a strategy or policy on Social Media for NATO there is much room for developing things further. I remember a time when we were asked to redefine Information Operations beyond exosting NATO policy. We started from scratch. I can see a similar model today with regards to using Social Media in and for the Alliance.
What if we'd invite a group of experts from NATO and Partner Nations and ask them to develop a sort of White Paper that would describe the purpose and the aims of using Social Media in and for a huge and powerful multinational organization? That is to say we don't need assumptions, constraints, restrictions. We would not be limited by existing NATO policy, doctrine or procedures. We'd "simply" draft a policy or startegy for a multinational organization like NATO and define WHY this organization wants to use Social Media and WHAT the organization wants to achieve by using Social Media, i.e. the rationale and the ends.
In a follow-on step a training need could be analysed in terms of training audiences and objectives, followed in a third step on the development of tools, techniques & procedures, i.e. the HOW or the ways to achieve the objectives, and what means are required.
A similar way has been gone since 2003 by the Multinational Information Operations Experiment (MNIOE) and the framework concepts, analytical concepts, and applied concepts have had significant impact on NATO policy & doctrine development in the field of Information Operations. There are people around in ACT to explain in detail.
Sat, 05/11/2013 - 17:13
Please invite all the experts you know. We definitely need them.
Sun, 05/12/2013 - 18:01
A first step has already been taken by introducing the social media strategy training into the Public Affairs introduction courses, Public Affairs in Operations courses and Info Ops courses at Oberammergau as well as in the Nations (ACT POC and advocate LTC Luc Gaudet). This is normally a 2-3hrs session on Social Media strategy and practical examples of how social media engagement can be leveraged and examples of how it is leveraged by others often hostile to NATO.Ideally NATO should have a holistic strategy for the whole of NATO but that is currently highly unrealistic and therefore the next to best solution is that each NATO body has a separate social media strategy for the own body complemented by a tactical plan and social media guidance/code of conduct for its staff;At this point, in my opinion, training should be structured around:Social media strategy training/awareness sessions (WHY) – to be given to Commanders, leaders, and all ‘formal’ communication workers with the Aim of raising the awareness of the power of social media and understand its full depth and reach and understand how ‘proper’ social media engagement can help the organisation achieve its objectives;Social media tactical training (HOW) – to be given to all ‘formal’ communication workers and all those staff ‘delegated’ to support the social media engagement effort. This training should include the technical as well as psychological aspect of social media platforms, but it should also contain all the social media do’s and don’ts and social media analysis tools and techniques (specialized external social media marketing training offerings such as instant e-learning f.ex should be leveraged in combination with in-house specialist tailoring the learning to the NATO environment);Social media awareness training/sessions – To be given in-house and based on the social media guidance/code of conduct. This trainings should, on one hand, be aimed at raising the awareness of the own NATO body’s social media engagement as to gain buy-in from staff and encourage them to ‘help’ the effort by understanding how, while on the other to help them behave adequately and SAFE in their private social media engagement . These sessions should be recurrent as to keep staff reminded of the do’s and don’ts on social media as well as the security aspects on how to keep themselves, others and the organisation ‘safe’ on social media;Specialize social media training for Psyops, Intel and other specialists where focus in how to leverage social media analytics and intel for the specific purpose (less with Communication specific training though).Should we have just something called Social Media training? I do not think so as it would, at this stage in time, not gain sufficient executive level support and attendance. What I believe we should aim at is imbedding social media strategy training into existing executive officers and leadership trainings, as to help the ‘formal’ communication officers to easier get buy-in and support from their Commanders for their social media strategies and engagements.From my experience, the main obstacle for successful social media strategy and engagement is the internal culture and the lack of trained social media strategist able to convince Commanders and Executives of the benefits that social media could bring to the organisation’s goals (therefore point 3 a&b and 4).A consistent request I receive after my social media strategy lectures, is: “can’t you just come and give our Commanders the same presentation, because then I know my social media requests would stand a better chance of being listened to”. With this it is not to say that I’m a brilliant lecturer but to say that leaders need this kind social media strategy training as to better understand when their Communications/Public Affairs officers come to them with requests.
These are my thoughts and thank you for an interesting video/phone conference Friday.
Mon, 05/13/2013 - 15:20
What do you mean by
staff ‘delegated’ to support the social media engagement
Tue, 05/14/2013 - 11:47
it is important to understand that Social Media engagment will take time and it is highly unrealistic that the limited resources residing in the Communications Office, public affairs office or supporting the spokesperson will sufficient to successfully conduct social media engagement. Also, social media engagment is a dialogue and the dialogue has to be conducted by staff with full understanding of the topic. Let's make the example that on a platform the organisation aims at attracting more young staff to the organisaiton by posting not only the vacancis but also discussing how great it is to work for the organisation. In that case, it is unrealistic that the Communications Manager sits and responds to comments, but an HR staff should be engaging in this dialogue (hence the HR staff becomes the staff 'delegated' to support the social media engagement).
Mon, 05/13/2013 - 15:34
I have updated the list
Who to train, what to train?
with your latest contributions in bold.
Tue, 05/14/2013 - 11:46
I have some concern around the proposed Why's around social media, i.e.
Why this organization wants to use Social Media?
Creating NATO channelsSupport Civ Mil operationsJoin existing public channels to work with partnersInfo Knowledge Management within NATO
I do not believe above will answer the fundamental "Why" question which in social media strategy terms is answered by the question "What is the organisational goal that Social Media can help me achieve" and from there derive the more specific social media goals. Commanders and leaders need to understand what the benefit is in order to make their decision and above stated are actions and not benefits so unable to answer the question on how can social media help the organisation.
Thinking in those terms the outcome would potentially be something around the lines of:
Why this organisation wants to engage in social media?
Increase the reputation of the Alliance people and missionIncrease the longterm sustain of the Alliance people and missionIncrease transparency and knowledge sharing between the Alliance and its stakeholders, including the public
Above strategic why is then obviously translated into more tactical terms i.e.
Increase reputation (reputation will lead to postive perspection around the Alliance and the public opinion counts as it reflects on political decisions):by having subject matter experts talk about our expertise areas, delegate the conversation so that the dialogue opens-up (people trust people not institutions) over time this will pay;By showing our missions from a more human to human aspect, have the voice on the field talk to other voices on the field (give our mission a more human face and engage with the public to erase their errononeus perceptions)Increase longterm sustain (important in peace time but even more important for conflict times as if we go into a conflict with an initial good sustain from the public, we stand a better chance of winning the information war):Our people need the sustain, it is easier to work and be proud of something that the many like and sustain and, consequently, this will reflect possitively on the safety of our people;Our missions; longterm sustain is important as it will be reflected in political decision. It's easier to make a decision that is sustained by the many than it is to take one that is unpopular;Increase transparency, its about leading the conversation and erasing perspections and start really engaging productively in the daily information war that in the social media spere is also populated by a lot of willing but not always informed information spreaders as well as conscius spread of dissinformation to put the Alliance and its Nations in bad light.