William Beutler on Wikipedia

Posts Tagged ‘Apple’

What You Missed at Wikimania 2017

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on August 18, 2017 at 4:39 pm

N.B. At the end of this post I’ve embedded a Spotify playlist for the delightful 2006 album “Trompe-l’oeil” by the Francophone Montreal indie rock band Malajube. It’s what I was listening to as I arrived at Montréal–Pierre Elliott Trudeau International Airport last week, and I think it would make a nice soundtrack for reading this post.

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Wikimania 2017, the thirteenth annual global meeting of Wikipedia editors and the larger Wikimedia movement, was held in Montreal last weekend. For the fifth time overall, and the first time in two years, I was there. I’ve covered previously attended Wikimanias, sometimes glancingly, and sometimes day-by-day, and this time I’ll do something a little different as well.

One nice thing about a conference for a project focused on the internet: many of the presentations can be found on the internet! Some but not all were recorded and streamed; some but not all have slides available to revisit. The second half of this post is a roundup of presentations I attended, or wished I attended, with media available so you can follow up at your own pace.

But first, a note on a major theme of the conference: implicitly if not specifically called “Wikimedia 2030”, and a draft of a “strategic direction” document circulating by stapled printout from the conference start, later addressed specifically in a presentation by Wikimedia Foundation executive director Katherine Maher and board chair Christophe Henner. It’s available to read here, and I recommend it as a straightforward and clearly-described (if detail-deficient) summary of how Wikimedians understand their project, and where its most dedicated members want to take it.

Draft strategic direction at Wikimania 2017As one would expect, the memo acknowledges the many types of contributors and contributions, brought together by a belief in the power of freely shared knowledge, and a committment to helping organize it. It also focuses on developing infrastructure, building relationships, and strengthening networks. One thing it doesn’t talk much about is Wikipedia, which might be surprising to some. After all, Wikipedia is arguably more important to the movement than the iPhone is to Apple: Wikipedia receives 97.5% of all WMF site traffic, while the iPhone accounts for “only” 70% of Apple’s revenues.

I don’t wish to belabor the Apple analogy much, because there are too many divergences to be useful in a global analysis, but both were revolutionary within their markets, upset competitors, created a whole new participatory ecosystem in their wake, and each grew exponentially until they didn’t. Now the stewards of each are looking beyond the cash cow for new areas of growth. For Apple, it’s cloud-based Services revenue. For the WMF, it’s not quite as easily summarized. But the answer is also partly about building in the cloud, at least figuratively. Although both Wikipedia and the iPhone will remain the most publicly visible manifestations of each organization for the foreseeable future, the leadership of each is focused on what other services they enable, and how they can even make the core product more valuable.

I see two main themes in the memo, about how the Wikimedia movement can better develop that broad ecosystem beyond Wikimedia’s existing base, and how it can improve its underlying systems within movement technology and governance. The former is too big a subject to grapple with here, and I’ll share just a single thought about the latter.

One thing the document concerns itself with at least as much as with Wikipedia is “data structures”—and this nods to Wikidata, which has been the new hotness for awhile, but whose centrality to the larger project is becoming clearer all the time. Take just one easily overlooked line, about how most Wikimedia content is “long-text, unstructured articles”. You know, those lo-fi Wikipedia entries that remain so enduringly popular. They lack structure now, but they might not always. Imagine a future where Wikidata provides information not just to infoboxes (although that is a tricky subject) but also to boring old Wikipedia itself. Forget “red links”: every plain text noun in the whole project may be connected to its “Q number”. Using AI and machine learning, entire concepts can be quickly linked in a way that once required many lifetimes.

At present, Wikipedia is the closest thing we have to the “sum of all human knowledge” but in the future, it may only be the default user interface. Now more than ever, the real action is happening behind the scenes.

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Birth of Bias: implicit bias’ permanence on Wikipedia

Wikipedia is a project by and for human beings, and necessarily carries the implicit biases of those human beings, whether they’re mindful of the fact or not. This presentation, offered by San Francisco State visiting scholar Jackie Koerner, focused on how to recognize this and think about what to do about it. Slides are accessible by clicking on the image below, and notes from the presentation are here.

Koerner Implicit Bias Wikimania 2017

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Readership metrics: Trends and stories from our global traffic data

How much do people around the world look at Wikipedia? How much do they look at it on desktop vs. mobile device? How have things changed over time? All of this and more is found in this presentation from Tilman Bayer, accessible by clicking through the image below.

Readership metrics. Trends and stories from our global traffic data (Wikimania 2017 presentation)

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The Internet Archive and Wikimedia – Common Knowledge Goals

The Internet Archive is not a Wikimedia project, but it is a fellow nonprofit with a similar outlook, complementary mission and, over time, increasing synergy between the two institutions. Every serious Wikimedian should know about the Internet Archive. I didn’t attend the presentation by Wendy Hanamura and Mark Graham, but there’s a lot to be gleaned from the slides embedded below, and session notes here.

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State of Video in the Wikimedia Movement

You don’t watch a lot of video on Wikipedia, do you? It’s not for lack of interest on the part of Wikipedians. It’s for lack of media availability under appropriate licenses, technology and infrastructure to deliver it, and even community agreement about what kinds of videos would help Wikipedia’s mission. It’s an issue Andrew Lih has focused on for several years, and his slides are highly readable on the subject.

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The Keilana Effect: Visualizing the closing coverage gaps with ORES

As covered in this blog’s roundup of 2016’s biggest Wikipedia stories, one of Wikipedia’s more recent mini-celebrities is a twentysomething medical student named Emily Temple-Wood, who goes by the nom-de-wiki Keilana. Her response to each experienced instance of gender-based harassment on the internet was to create a new biographical article about another woman scientist on Wikipedia. But it’s not just an inspiring story greenlit by countless news editors in the last couple years: WikiProject Women Scientists, founded by Temple-Wood and Rosie Stephenson-Goodknight, dramatically transformed the number and quality of articles within this subject area, taking them from a slight lag relative to the average article to dramatically outpacing them. Aaron Halfaker, a research scientist at the Wikimedia Foundation, crunched the numbers using the new-ish machine learning article quality evaluation tool ORES. Halfaker presented his findings, with Temple-Wood onstage to add context, on Wikimania’s final day. More than just a victory lap, the question they asked: can it be done again? Only Wikipedia’s contributors can answer that question.

The slides can be accessed by clicking through the image below, notes taken live can be found here, and for the academically inclined, you can also read Halfaker’s research paper: Interpolating Quality Dynamics in Wikipedia and Demonstrating the Keilana Effect.

Keilana Effect (Wikimania 2017)

That was fun! Let’s do this again next year.

Update: Looking for more slides and notes? There’s an “All Session Notes” page on the Wikimania site for your edification.

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The Crisis at New Montgomery Street

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on January 11, 2016 at 12:12 pm

Wikipedia officially turns 15 years old at the end of the week.[1]Friday, January 15 to be specific. The tone of the TV news segments, newspaper op-eds, and other media spotlights will be celebratory. However, the mood among Wikipedia insiders is anything but: the Wikimedia Foundation (WMF), its Board of Trustees, and close observers within the community are entering the third week of a crisis that’s arguably more public and pointed than similar issues in years past.

The major events and themes seem to be as follows:

  1. In late December the Board of Trustees dismissed a well-liked community-elected trustee, Dr. James Heilman, for reasons that remain somewhat mysterious
  2. WMF staff complaints about the performance of executive director Lila Tretikov, long simmering but never on-record, have now boiled over into public discussion
  3. Revelations about newly-appointed Board trustee Arnnon Geshuri’s involvement in an illegal anti-poaching scheme while at Google has drawn community outcry
  4. Besides failing to vet Geshuri, the WMF’s increasing tilt toward the Silicon Valley and focus on (perhaps) the wrong technology projects has come into sharper relief

Woven into each strand is a theme that The Wikipedian has covered since 2012 at least, each time with a few more data points and a little more urgency: that the Wikimedia Foundation and the Wikipedia community it supposedly exists to serve have become increasingly at odds with one another. A deep exploration of why is beyond the remit of this post—for now, we just need to put everything that’s going on in one place.

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The Sacking of Doc James

On December 28, well-respected community leader Heilman announced via email to the Wikimedia-l public mailing list[2]The Wikimedia-l mailing list is an often tedious, intermittently fascinating semi-public discussion group where self-selected Wikipedians may opine. They include current and former Wikipedia editors, current and former WMF employees, and occasionally Board trustees. The frequency with which Wikimedians post to Wikimedia-l seems to have an inverse relationship with their power inside the Wikimedia Foundation. that he had been “removed” from the board. Heilman gave no initial reason for the announcement, guaranteeing a flurry of speculation and general disarray, not to mention the revelation came during that weird “office dead zone” week between Christmas and New Year’s Eve.

Within the hour, Board chair Patricio Lorente confirmed the news in a follow-up email, providing scarcely any more context, and WMF’s legal department posted the full text of the resolution “James Heilman Removal” on the web:

Resolved, James Heilman is removed from the Board of Trustees, fully ending his term in office and appointment as a member or liaison for any Board committees.

Eight trustees voted to approve; only two voted against: fellow community representative Dariusz Jemielniak and Heilman himself.

Dr._James_HeilmanInto the contextual void spilled hundreds of replies even before the turn of the calendar three days later. Wikipedia’s famous co-founder, Jimmy Wales, the longest-serving trustee, was the first to add a smidge of information. In response to the growing concern of commenters on his user page, Wales simply stated that Heilman’s removal was “for cause”.

On January 1, while the community was still searching for answers, Heilman posted a somewhat cryptic statement giving his side of the story, suggesting that the Board had sacked him for “[r]eleasing private board information”—even though, according to Heilman, he had only “pushed for greater transparency”. This view was largely adopted by other Wikimedia-l participants, who were already predisposed to side with him.[3]In later comments on Jimmy Wales’ Talk page, Heilman added more details about what he wanted to see made public (see: the fourth segment of this blog post). In their view, Heilman’s mysterious dismissal looked like the canonical example of the Board’s troubling lack of transparency.

On January 5, the Board published a FAQ explaining their rationale, although it’s doubtful that it satisfied many. It seemed to agree that some form of this “confidence vs. transparency” question was at the core:

Over time, his fellow Trustees came to the opinion that they lacked sufficient confidence in his discretion, judgment, and ability to maintain confidential Board information about the Wikimedia Foundation governance activities.

Later still, community-elected trustee Denny Vrandečić posted his own take on the dismissal, reinforcing this consensus. Even so, the underlying disagreement remained a mystery. To solve it, the first clue may be found in Heilman’s January 1 post, making a point that went unremarked-upon by the Board. Heilman wrote he had been “accused”—though not publicly to this point—of:

Giving staff unrealistic expectations regarding potential board decisions. I have always stated to staff that I only represented 10% of the board and have never given assurances that I could convince other trustees.

Well, now what does that mean? Convince them of what, exactly? Careful observers on the list had some idea:

For whatever reason James ended being ground zero for complaints by WMF
employees. … James handled these complaints in a way that the WMF management felt was undermining their authority/ability to lead and complained to the board. The board sided with management and removed James.

As far as I have seen, no Board member has disputed this. Then again, none has yet commented upon it in any way. Perhaps frustrated by this fact, last Friday[4]January 7 Heilman made public his final pre-removal letter to the Board—in which he admitted acting “out of process” and asked for a second chance:

Our board made the decision to give Lila a second chance in the face of staff mistrust. In the long road ahead to improve our movement, I would like to have the same opportunity to continue working together with you as well.

Ten days later, his request was denied and the whole thing broke wide open.

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The Trouble With Tretikov

The tenure of Lila Tretikov, the second major leader of the Wikimedia Foundation, got off to a rocky start even before she assumed the title of Executive Director in mid-2014: as The Wikipedian reluctantly chronicled at the time, her (rather eccentric) significant other had inserted himself, unbidden, into the Wikimedia-l mailing list and other forums for Wikipedia discussion, depriving her of the chance to set the tone of her own arrival.

Lila_TretikovBut everyone wanted her to succeed, she made good impressions, seemed to have the resume for the job, and so was given time to prove herself. However, as I wrote in my year-in-review last month, that honeymoon period is long over: very high turnover in top management, questionable hires, and emerging details of a staff revolt at the Foundation’s New Montgomery Street office have brought her leadership under close scrutiny.

Although staff discontent has been mostly the stuff of rumors over the past six months (at least), if you knew what to look for, you could find it in certain corners of the web. There was that one Quora thread, although it didn’t say very much. Somewhat more voluble is the Foundation’s entry on Glassdoor[5]Like Yelp but for workplaces., where reviews by anonymous current and former staffers provide clearer evidence of dissatisfaction among WMF employees. Of note, Tretikov holds just a 15% approval, and reviews have grown steadily more negative in recent months:

Unfortunately, the foundation is going through management turmoil. There is no strategy — or worse, a new strategic plan is rolled out every couple of months with no follow-through or accountability. … Please hire better executives and directors.

And:

The Executive Director unveils a new strategy every three months or so. She completely abandons the previous strategy and then does nothing to actually follow through on the strategy. … We need a new Executive Director. Most C-Level executives have fled. We will not be able to attract top talent until there is new leadership at the very top.

Although Glassdoor may present a skewed sample, this doesn’t appear to be the case. As Wikipedia Signpost contributor Andreas Kolbe points out, comparable non-profit organizations[6]NPR, for instance have much, much better employee ratings. And last week the Signpost reported on the existence of a yet-unreleased internal WMF survey from 2015 that found approximately 90% employee dissatisfaction. Yet when the turnover issue came up on the mailing list, Boryana Dineva, WMF’s new HR director, replied that everything was well within normal limits for the industry. This seems hard to believe.

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Arnnon Geshuri Agonistes

Amidst all this, the Board announced on January 6 the naming of two new appointed trustees: Kelly Battles and Arnnon Geshuri. Following some initial confusion as to whether either was a replacement for Heilman—they were not, but replacements for Jan Bart de Vreede and Stu West, whose terms had ended in December 2015—there came the usual round of congratulatory notices.

Arnnon_GeshuriBut the following day a regular list contributor raised a new issue: Geshuri had, in a previous role as Google’s Senior Staffing Strategist, actively participated in a rather infamous episode of recent Silicon Valley history: an illegal, collusive agreement among several leading firms—Adobe, Apple, Google, Intel, eBay and others—to avoid recruiting each others’ employees. The overall effect was to restrain the career advancement (and hold down salaries) of thousands of tech workers, and the participating firms eventually agreed to pay $415 million to settle the class action lawsuit.

Geshuri’s role in all this? According to email from the unsealed case, as reported by Pando Daily, Geshuri acted decisively to fire a Google recruiter who had been reaching out to Apple employees—which would be, you know, par for the course. Apple’s Steve Jobs complained to Google’s Eric Schmidt, who passed it along to Geshuri. His reply back:

Eric,
On this specific case, the sourcer who contacted this Apple employee should not have and will be terminated within the hour. We are scrubbing the sourcer’s records to ensure she did not contact anyone else. …
Please extend my apologies as appropriate to Steve Jobs. This was an isolated incident and we will be very careful to make sure this does not happen again.

For more details, see this detailed summary by Wikipedian Jim Heaphy, whose Wikipedia article-styled summary ends with a call for Geshuri’s removal from the Board.

On the mailing list, criticism of Geshuri’s appointment came from none other than two former Board chairs: Florence Devouard (in a short comment) and Kat Walsh (in a longer one). Considering how slow current and former Board members were to chime in regarding Heilman’s dismissal[7]And when former members, like SJ Klein, did so, it was in support of Heilman. the swift and strong rejection of Geshuri by Devouard and Walsh underlines how seriously the Board screwed up.

In fact, Dariusz Jemielniak, who had first posted news of the appointment to the list, indicated in a subsequent comment that the Board had not discussed this aspect of Geshuri’s career at all. Wales, for his part, confirmed that he was aware at least of the broad outlines, which of course can be easily found—where else?—in Geshuri’s Google search results.[8]Where another gossipy Quora thread appears. Curiously, as of this writing, the anti-poaching scandal exists on Geshuri’s entry only as a single, carefully-phrased sentence.

At the time of this writing, no announcement about Geshuri’s continued trusteeship has been made, but it seems his tenure will be very short. Considering the nature of the scandal, and the strident opposition, it’s very difficult to see how he can remain. And if Geshuri somehow survives where Heilman did not, the chasm between the Foundation and community will become considerably wider.

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The Silicon Wiki

Besides Geshuri, the Wikipedia Signpost observed last week that at least five Board trustees have significant relationships with Google.[9]Possibly unnecessary but probably advisable disclosure: Google is a client of my firm, Beutler Ink, although I have not personally been involved with these projects and none of our work for Google relates in any way to Wikipedia. Likewise the WMF has some Board connections to Tesla, and somewhat weaker ties to Facebook. What of it? A few big issues come to mind.

The first is simply the question of diversity and representation: Wikipedia may have been founded in and is still operating out of the United States, but its reach is global and its underlying ethic is inclusive. This is rather hard to do, and gets into extraordinarily thorny questions of identity politics which even those who raise them are unprepared to answer. But until such a time as there is consensus that the WMF is sufficiently representative of its global audience, it will at least be mentioned.

The second is the always-present question of conflicts of interest. Not just the perennial “COI” question about Wikipedia content and publicity-motivated editing, but the big picture version of same: whether this public good, this collaborative, free-in-all-senses online knowledge repository is being manipulated by powerful insiders for private gain—especially in a way that steers Wikipedia and its sister projects in a direction that deprives others from making the most of their Wikipedia experience.

Downtown_San_FranciscoThis specific harm hasn’t been shown to be the case, but if anyone is going to do that, well, it’s entirely plausible[10]if not exactly obvious this may come from the Silicon Valley firms who are close to Wikipedia both in physical proximity (WMF is based in downtown San Francisco) and focus area (WMF all but owns the tech side of Wikipedia). Indeed, there have been calls for Board members to disclose their own conflicts and recuse themselves when relevant interests intersect.

Then again, there are now fears that something like this might be happening with an embryonic project called Search and Discovery. Last week the Wikimedia Foundation and Knight Foundation jointly announced a new partnership examining the search habits of Wikipedia users with an eye toward a later project that may eventually replace Wikipedia’s current internal search.[11]Formerly described as a “knowledge engine” in a semi-official FAQ, the project has in fact been developing in something like stealth mode in WMF’s Discovery department for several months now. It might even incorporate other databases—not just Wikidata, but non-Wikimedia data resources as well. (Big Data is the future, lest we forget.) It sounds like a plausible direction for WMF, but as Signpost reports, the staff morale problem is at least in part tied to concerns about the resources allocated to the project. And this, too, intersects with Heilman’s dismissal from the board: in recent days he has made comments suggesting that the grant—which was actually decided in September 2015—should have been announced earlier.

Other criticisms have come from former staffer Pete Forsyth, who has questioned the process whereby WMF accepted the “restricted grant” from Knight—a practice once opposed by Sue Gardner, Tretikov’s predecessor. And a highly thought-provoking argument comes from longtime Wikipedia veteran Liam Wyatt, who made this compelling observation in his own blog post about the controversial last few weeks:

[A] portion of the Board of Trustees and the Executive Director of the Wikimedia Foundation believe that it should be treated as a technology organisation in the style of a dot-com company, out of step with the staff and without the awareness of the community. By contrast, it’s always been my belief that the Wikimedia Foundation is an education charity that happens to exist primarily in a technology field. Of course software engineering is crucial to the work we do and should represent the major proportion of staff and budget, but that is the means, not the end.

The contrary view is that the Wikimedia Foundation has long been heavy on technology—under Gardner, the WMF identified itself as a “grant-making and technology” organization—as these are roles the foundation can undertake without overstepping its charter, and for which of course it has sufficient funds. That said, there has been little clamor for this particular project, especially as the community has made different technology recommendations to the Foundation, such as better integration with the Internet Archive’s Wayback machine and improved UI in editor tools, which are arguably clearer and more achievable.

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As I post this on Monday, January 11, it’s entirely possible that new information about any or all of the above related controversies could appear and change the picture dramatically. Given the fact, I’d better post this before anything else happens that would require a massive rewrite. I’ll aim to save those for a subsequent update, whether below this inadequate summary or in a separate blog post. Either way, stay tuned. And if I’ve missed anything important, please add them in the comments.

N.B. This post marks the introduction of a new post category at The Wikipedian, named for a term whose coinage appears to have occurred this past July, by the above-mentioned Wyatt, in a tweet directed to yours truly.

All images via Wikimedia Commons; image credits in order: Victor Grigas, Lane Hartnell, Myleen Hollero, Tim Adams.

Notes   [ + ]

1. Friday, January 15 to be specific.
2. The Wikimedia-l mailing list is an often tedious, intermittently fascinating semi-public discussion group where self-selected Wikipedians may opine. They include current and former Wikipedia editors, current and former WMF employees, and occasionally Board trustees. The frequency with which Wikimedians post to Wikimedia-l seems to have an inverse relationship with their power inside the Wikimedia Foundation.
3. In later comments on Jimmy Wales’ Talk page, Heilman added more details about what he wanted to see made public (see: the fourth segment of this blog post).
4. January 7
5. Like Yelp but for workplaces.
6. NPR, for instance
7. And when former members, like SJ Klein, did so, it was in support of Heilman.
8. Where another gossipy Quora thread appears.
9. Possibly unnecessary but probably advisable disclosure: Google is a client of my firm, Beutler Ink, although I have not personally been involved with these projects and none of our work for Google relates in any way to Wikipedia.
10. if not exactly obvious
11. Formerly described as a “knowledge engine” in a semi-official FAQ, the project has in fact been developing in something like stealth mode in WMF’s Discovery department for several months now.

Wikipedia is Everywhere: AT&T Edition

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on March 22, 2011 at 9:23 am

You might not have noticed, but it’s even in a recent AT&T television spot advertising the iPhone 4. Actually, let me phrase that differently. This is an iPhone 4 TV spot advertising AT&T. The point of the commercial is that one can use both voice and data simultaneously on AT&T’s network, which rival iPhone carrier Verizon presently does not.

In this case, the protagonist of our thirty-second tale is arguing about pop culture nostalgia with a friend—the release year of “Whoomp! (There It Is!)”—and you don’t need me to tell you which resource he consults to settle the question once and for all:

What I’d like to know is what browser or app he’s supposed to be using. As an iPhone user myself, I can verify that is not the Safari browser, nor is it the official Wikimedia Mobile app, nor popular alternatives Wikipanion or Articles. I suppose it could even be a made-up app, for obscure legal reasons. If you know the answer, please share in the comments.

Update: In the comments, Nihiltres has the answer: a relatively new (paid) app called iWiki. Looks nice, though I’ll probably just stick with the mobile site.

Is Quora the Next Wikipedia? Part IV: If Personnel is Policy, then Userbase is Destiny

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on March 7, 2011 at 2:53 pm

In three posts last week, I considered how buzzy Q&A website Quora is more like Wikipedia than not. In this post, I’ll address how the different organizations behind them may affect the communities surrounding each.

For all of Quora’s upbeat talk about wanting to become “the best place” for answering questions on any conceivable topic, it is first and foremost a for-profit enterprise, and one allegedly worth somewhere between $300 million and $1 billion. It’s not hard to imagine how outside pressures (such as those from investors) might eventually force Quora to choose between the best thing for its community’s experience and the best thing for its financial well-being.

In fact, this probably has already discouraged one type of editor: the free culture / free software crowd, who helped build Wikipedia. One would think these folks might otherwise be interested in building a universal repository of information—but not if it’s a closed system. As we’ve seen in the unhapphiness of some Huffington Post bloggers following that site’s sale to AOL, one needn’t be a close follower of Richard Stallman to have questions about spending a lot of time helping to build a resource that may never produce a monetary return. Now, I am not saying those complaining about HuffPo are right, or discounting that participation on such platforms can be rewarding for non-monetary reasons. But it’s something Quora will have to look out for.

Wikipedia and Quora logosA good example involves an incident well-known at Wikipedia where, in the site’s early years, a significant number of editors on Wikipedia’s nascent Spanish-language edition decamped over such concerns. Among several reasons for the split, the most significant involved a suggestion (not even a real proposal) that Wikipedia would pay the bills by selling ads on the website. At the time, Wikipedia belonged to a private company owned by Jimmy Wales, and its url was www.wikipedia.com. So they left and started a competitor, Enciclopedia Libre Universal. The Spanish-language Wikipedia eventually recovered and outpaced its rival, but not for several years. (Wikipedians call this the “Spanish Fork”; for more information see this Jauary 2011 interview and Andrew Lih’s book, The Wikipedia Revolution.)

It probably doesn’t matter whether Quora might one day include advertising, because these types of editors would never have showed up in the first place. Let’s imagine, just for the moment, that they did open up advertising. One way or another, that would end up influencing content, which would be hard to reconcile with their stated goal that “each question page become the best possible resource for someone who wants to know about the question.” Even if advertising didn’t influence content, it would inevitably interfere with it.

A handy comparison is Twitter: a few years back, one of it co-founders inadvisably pledged the site would “never” have advertising. They came up with a clever solution in Promoted Tweets, but there are still backlashes in store, like the one this past weekend over the “quickbar” added to Twitter’s iPhone app. And remember, the question here is not whether Quora will alienate participants so much they all leave—but whether enough disengage or never show up to keep it from competing with Wikipedia for mindshare in a serious way.

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Of course, it must be acknowledged that Wikipedia’s being a non-profit foundation (taking over for Wales’ dot com in 2003) comes with its own drawbacks. Late last year, many readers expressed displeasure with the months-long banner campaign featuring Wales and others “begging” for money. But they say this about NPR, too. And while its listeners put up with it (even as they sometimes put in for it) there is a huge audience of people who like neither the content nor the management, and stay away.

Apple vs. AndroidOne thing about being a hot new startup does help Quora: it has a dedicated design team actively working on the site design, and can make decisions more quickly. Wikipedia often struggles to make big changes, and with implementation of Flagged revisions or the debate over paid editing, disagreement can lead to paralysis and a default to the status quo.

At the moment, which is better remains a philosophical question: Wikipedia’s open and free nature vs. Quora’s closed and proprietary model. If you think that sounds like an easy question, consider the debate between Apple’s iOS and Google’s Android. The two operating systems are currently very competitive, and it’s an open question which will pull ahead. Applications within Apple’s closely-regulated App Store are far more reliable and considered to be of higher quality than those within Google’s open app marketplace.

For any number of reasons, this may not be a great analogy for discussing Wikipedia and Quora. But consider how competitive the Android platform might be if it had debuted not one year after Apple’s iPhone but ten years. If Quora had launched at the beginning of the 2000s instead of its end, we might be talking about a very different competition. Right now, it is difficult to see how Quora can close the gap (more like a vast gulf) between itself and Wikipedia. At least, it won’t happen anytime soon.

But perhaps the Wikipedia comparison is setting the bar too high. Quora is an interesting platform, and I don’t see why it needs to achieve a Wikipedia-like ubiquity to become useful. It certainly needs to displace Yahoo! Answers, and it needs to start showing up in Google search results. If its community continues to grow and build out its content in areas that Wikipedia doesn’t want to cover, then it just might have a chance. The philosophical difference is resolvable only with data: as Quora develops in months and years to come, we’ll see how it stacks up. I’ll still be spending most of my time on Wikipedia, both as a reader and an editor. But if I can’t find it there, my next stop will definitely be Quora.

Follow me on Quora, if you are so inclined.