"I have thought about this on my blog in a post titled ""Control, Responsibility, and the Evolving Role of Community Management"" which is located here:

http://www.ddmcd.com/managing-technology/control-responsibility-and-the-evolving-role-of-community-ma.html

or here:

http://tinyurl.com/6jkxls

One of my comments is that it may be too early to think about "best practices."

Dennis

ps - I link to this wiki in the above post

"

Following Dennis' blog discussion of levels one through three, it seems that level 3 is a luxury for corporate CMs who answer to a huge ownership totem pole that has at least a couple of stakeholders above them. Unless the memberships can influence the direction that the community can take (more often in non-corporate communities), the CMs have only the first two levels. For the CM to inspire the membership, she/he needs to:

* mine the profiles, interests, actions, and activities of the membership to find the target areas of concentration which are most likely to light a fire under the membership

* extract business intelligence for actionable changes that will promote/enable improvements that the community needs most and will support through their actions.

When a corporate CM builds a membership commitment for action, she/he can effectively exert convincing influence up the totem pole.

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