# Building Web Reputation Systems- P10

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## Building Web Reputation Systems- P10

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Building Web Reputation Systems- P10:Today’s Web is the product of over a billion hands and minds. Around the clock and around the globe, people are pumping out contributions small and large: full-length features on Vimeo, video shorts on YouTube, comments on Blogger, discussions on Yahoo! Groups, and tagged-and-titled Del.icio.us bookmarks. User-generated content and robust crowd participation have become the hallmarks of Web 2.0.

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## Nội dung Text: Building Web Reputation Systems- P10

3. First, who will handle your community’s content? Will users be doing most of the content creation and management? Or staff? (“Staff” can be employees, trusted third- party content providers, or even deputized members of the community, depending on the level of trust and responsibility that you give them.) In most communities, content control is a function of some combination of users and staff, so we’ll examine the types of activities that each might be doing. Consider all the potential activities that make up the content life cycle at a very granular level: • Who will draft the content? • Will anyone edit it or otherwise determine its readiness for publishing? • Who is responsible for actually publishing it to your site? • Can anyone edit content that’s live? • Can live content be evaluated in some way? Who will do that? • What effect does evaluation have on content? — Can an evaluator promote or demote the prominence of content? — Can an evaluator remove content from the site altogether? You’ll ultimately have to answer all of these fine-grained questions, but we can abstract them somewhat at this stage. Right now, the questions you really need to pay attention to are these three: • Who will create the content on your site? Users or staff? • Who will evaluate the content? • Who has responsibility for removing content that is inappropriate? There are eight different content control patterns for these questions—one for each unique combination of answers. For convenience, we’ve given each pattern a name, but the names are just placeholders for discussion, not suggestions for recategorizing your product marketing. Asking the Right Questions | 103
4. If you have multiple content control patterns for your site, consider them all and focus on any shared reputation opportunities. For example, you may have a community site with a hierarchy of categories that are created, evaluated, and removed by staff. Perhaps the content within that hierarchy is created by users. In that case, two patterns apply: the staff-tended category tree is an example of the Web 1.0 content control pattern, and as such it can effectively be ignored when selecting your reputation models. Focus in- stead on the options suggested by the Submit-Publish pattern formed by the users populating the tree. Web 1.0: Staff creates, evaluates, and removes When your staff is in complete control of all of the content on your site—even if it is supplied by third-party services or data feeds—you are using a Web 1.0 content control pattern. There’s really not much a reputation system can do for you in this case; no user participation equals no reputation needs. Sure, you could grant users reputation points for visiting pages on your site or clicking indiscriminately, but to what end? Without some sort of visible result to participating, they will soon give up and go away. Neither is it probably worth the expense to build a content reputation system for use solely by staff, unless you have a staff of hundreds evaluating tens of thousands of content items or more. Bug report: Staff creates and evaluates, users remove In this content control pattern, the site encourages users to petition for removal or major revision of corporate content—items in a database created and reviewed by staff. Users don’t add any content that other users can interact with. Instead, they provide feedback intended to eventually change the content. Examples include bug tracking and customer feedback platforms and sites, such as Bugzilla and GetSatisfaction. Each 104 | Chapter 5: Planning Your System’s Design
12. Social norms govern doing work for other people because they asked you to—often because doing the favor makes you feel good. Ariely says these exchanges are “wrapped up in our social nature and our need for community. They are usually warm and fuzzy.” Market norms, on the other hand, are cold and mediated by wages, prices, and cash: “There’s nothing warm and fuzzy about [them],” writes Ariely. Market norms come from the land of “you get what you pay for.” Social and market norms don’t mix well. Ariely gives several examples of confusion when these incentive models mix. In one, he describes a hypothetical scene after a family home-cooked holiday dinner, in which he offers to pay his mother $400, and the outrage that would ensue, and the cost of the social damage (which would take a long time to repair). In a second example, less purely hypothetical and more common, Ariely shows what happens when social and market norms are mixed in dating and sex. A guy takes a girl out on a series of expensive dates. Should he expect increased social interaction—maybe at least a passionate kiss? “On the fourth date he casually mentions how much this romance is costing him. Now he’s crossed the line (and has upset his date!). He should have known you can’t mix social and market norms— especially in this case—without implying that the lady is a tramp.” Ariely goes on to detail an experiment that verifies that social and market exchanges differ significantly, at least when it comes to very small units of work. The work-effort he tested is similar to many of reputation evaluations we’re trying to create incentives for. The task in the experiments was trivial: use a mouse to drag a circle into a square on a computer screen as many times as possible in five minutes. Three groups were tested: one group was offered no compensation for participating in the test, one group was offered 50 cents, and the last group was offered$5. Though the subjects who were paid \$5 did more work than those who were paid 50 cents, the subjects who did the most work were the ones who were offered no money at all. When the money was substituted with a gift of the same value (a Snickers bar and a box of Godiva chocolates), the work distinction went away—it seems that gifts operate in the domain of social norms, and the candy recipients worked as hard as the subjects who weren’t compen- sated. But when a price sticker was left on the chocolates so that the subjects could see the monetary value of the reward, it was again market norms that applied, and the striking difference in work results reappeared—with volunteers working harder than subjects who received priced candy. Incentives and reputation When considering how a content control pattern might help you develop a reputation system, be careful to consider two sets of needs: what incentives would be appropriate for your users in return for the tasks you are asking them to do on your behalf? And what particular goals do you have for your application? Each set of needs may point to a different reputation model—but try to accommodate both. Ariely talked about two categories of norms—social and market—but for reputation systems, we talk about three main groups of online incentive behaviors: 112 | Chapter 5: Planning Your System’s Design