I came away with several impressions:
The Internet and social networking are central to how State does its business
The Net and social networking are transforming how State does its business
The Net is bringing about cultural changes at State
That third point is for me the most striking. The State Department has been hypersensitive about security. While that of course remains part of State’s DNA, the Department is also becoming realistic about the gains that can be made by not reflexively shutting down every proposal. For example, the Lowry report writes:
At a Twitter training course for State Department employees attended by the author, the 50 or so officers present — some of whom admitted to never having used social media — were exhorted to give it a go, you can’t go wrong. Policy guidane was barely mentioned.
Closer edamination reveals why this has not led to disaster. To begin with you are dealing with highly educated employees with a strong desire to keep their jobs…
Likewise, the report cites a new willingness to experiment and fail, which is essential for innovation but anathema to State’s traditional culture. Implicit in many of the initiatives, there is new emphasis on Need to Share rather than Need to Know; the latter policy optimizes for security at the cost of intelligence.
The report goes through the many offices directly involved in e-diplomacy, but singles out the 80-person E-Diplomacy group for special focus and praise, lauding its entrepreneurial spirit. That’s the group I’m proud to have been attached to that group for two years as a State Department Franklin Fellow, and, as they say at Reddit, I can confirm.
If you’ve had any interaction with the State Department — where in my limited experience I have met true patriots — you know that it is one of the least likely institutions to hop on the Internet train. I’d give credit to the transformation to three factors:
First, starting with Colin Powell, continued by Condaleeza Rice, and especially with Secretary Clinton (and her choice of Alec Ross (twitter) and until recently Ben Scott), the leadership has embraced these changes.
Second, groups like E-Diplomacy have served State by building tools that serve State’s needs, and have at the same time modeled the webby way of doing business. One great example is Corridor, State’s new professional networking environment, specially tuned to the needs and norms of State Dept. employees.
Third, the State Department’s 80,000 employees are on the ground around the world. This means that the organization is fundamentally reality-based, even when the leadership gets warped by politics. These Net-based initiatives are being embraced because they work. Likewise for the Net-based culture that is infusing State as more of the world and more State Dept. employees go online. Leaders of the e-initiatives such as E-Diplomacy’s Richard Boly combine a drive to achieve pragmatic results with an entrepreneurial appreciation of failure as a key tool for success.
I acknowledge that my personal experience of the State Department is warped by the amount of time I’ve gotten to spend with its webbiest elements. But I’ve also seen tangible evidence that a belief in openness, innovation, and connection is taking root there. The Lowy report confirms that. Worth reading.