In this final post about the branding element of the circuit questionnaire, I shall summarise what I understand about branding in a local economy context, with reference to my business.
My Unique Perspective
My plan is to offer a community development approach to online work. This is particularly for businesses or community organisations with a role in their local economy. My focus is on the human issues facing organisations working online. This has become possible in recent years because the technical side of website design has become much easier. It is no longer about implementing complex technical procedures. It is about knowing which ones to carry out and how to use them effectively. The skills are about handling human relationships, organisation theory, understanding the local economy, writing copy and not so much about programming machines.
My perspective is from years of working locally and experience of the conflict endemic in organisations. The same conflicts apply when working online. Ignoring conflict and focusing solely on the technical side of things may result in a website. It will not do its job if the organisation is not able to support the website.
I still find conflict difficult and frankly do not believe anyone who claims otherwise. It is often easier to see clearly what is happening in organisations where there is no emotional investment. We often find, when we are close to an organisation, emotions get in the way of clear analysis. I have seen people driven to nervous breakdowns by conflict. Under these circumstances it is impossible to play a constructive role.
My story on my website is an example of the experience many people have and need to deal with when they are in the thick of it or recovering confidence following it. It shows the outcomes of conflict are rarely victory or defeat and the emotional aftermath can last for years.
Organisational Perspectives
However, this is not the only issue organisations face when working online. Where there is emotional investment in a particular approach, people need support questioning whether their approach is still best. Their approach may consume much time and effort. It can be difficult to tear it down and start over. The demands of running a modern website and social media might uncover policy limitations. Online work opens up new possibilities, not visible to an organisation too closely identified with past policy.
Of course this can be threatening and so conversations about changes to an organisation’s approach need to take place in a safe space. Non-directive consultancy can provide that space not only because it is confidential but also control is firmly in the hands of the consultor.
Once the consultor has decided a new course of action they will need help to implement it, eg getting support for the new actions from the rest of the organisation. Perhaps the new course of action will have implications for online work and at that stage it may be possible to work together with a consultant on online and in-person solutions.
So, that is my unique perspective. What’s yours?