Enterprise Social Networks: contribution, trust and loyalty

The latest feedback shows that the contribution remains the question mark as to the implementation and success of an enterprise social network!
Today, a rate of 20-25% of active contributors is considered a success and it is probably unrealistic to expect a "natural" growth rapid participation.
The enterprise social network is heavily loaded in writing and we are not many willing to take the time to express ourselves publicly on these platforms.
How to reach a threshold and quality of contribution that attests to the success of this type of initiative?

Should we institutionalize the chatter?
The corporate social network or "chatting at the cafeteria", this may be the subject of debate and our daily business is quite often made of these informal discussions.
These chats (which we feast all) are important because they contribute to social life in the company.
Yet there are often sterile because the opinion leaders at the "cafeteria" are not necessarily those that contribute most in official plans, but by their attitude, they  “nip in the bud" the expression of different and interesting opinions.
The social network company must develop the chat (not gossip) simply by putting subjects and themes available without sacralization of trade.
The exchange in a social network business is not comparable with official conference presentation: the emotional and personal development have no place there.
By denying that the "cafeteria" is the only forum for exchanges between employees and by enhancing the debate and chat in social spaces built on social software, the company values ​​the capital and intelligence of its human resources.
But the chatter and uninhibited contribution (with respect to good manners and etiquette) can not be truly "productive" if the company is loyal towards employees, whose loyalty it will also receive back!

The Return of the learning model
It is likely that cultural differences between Latin and Anglo-Saxon influence on behavior in social networking business. It seems that the Anglo-Saxon focuses more creativity, sharing that knowledge.
Delphine Manceau returned quickly to the subject and I suggest you read more about this in the note posted on TheHyperTetxtual (in French only) .
It is a training model that goes beyond the transmission of knowledge:learning.
It is true that this model is often considered patronized by the "intellectuals", especially in France and in contrast to Switzerland or Germany.
It is in learning much more than technique, it is primarily in trade, human relations, humility, successes, difficulties, but never, nor loneliness, nor the withdrawal.
Learning works well only in relationships of trust and desire (to discover and give) and it can transmit "naturally" what Thierry de Baillon called the renegade knowledge !
But learning is a bit of chatter and lots of concrete scenarios (actions, methods, strategies, etc..), And it also agreed not to know or get it right the first time and get to know advice and assistance.
When participants of social networking companies will have the humility to contribute, not to flatter their ego, but simply give, exchange, forward, share and receive, as in the learning model, then the social software projects will have reached a stage of maturity justifying their deployment within the organizations.
But does it again, as in learning, giving responsibility for these spaces to those who are most likely (experience, knowledge, talent, desire, etc..) to keep them alive but also giving participants the "tools" most appropriate and truly useful and usable. (Appeal to vendors for a little more innovation!)

Difficult without a team
A corporate social network can be characterized by the interaction and engagement.
The commitment is not an empty concept in the business world, as the confidence without which it is impossible.
It allows, beyond the cross-platform knowledge, recognition, to discover other but also to arouse, to assert themselves to contribute to the success of a team.
Sylvaine Pascual recently published a note and some opinions (in French) about this on her blog highlighting the essential value in team sports including rugby (Aupa Biarritz Olympique , but here I digress!).
The success of an enterprise social network is certainly made of knowledge and experience, the praise of individuals, and above all a real "team spirit" and true leaders !