In 1996, we set out to make great games, but we knew back
then that we had to first create a place that was designed
to foster that greatness. A place where incredibly talented
individuals are empowered to put their best work into the
hands of millions of people, with very little in their way.
This book is an abbreviated encapsulation of our guiding
principles. As Valve continues to grow, we hope that these
principles will serve each new person joining our ranks.
If you are new to Valve, welcome. Although the goals in
this book are important, it’s really your ideas, talent, and
energy that will keep Valve shining in the years ahead.
Thanks for being here. Let’s make great things.

Werewolf is a simple game for a large group of people (seven or more.) It requires no equipment besides some bits of paper; you can play it just sitting in a circle. I'd call it a party game, except that it's a game of accusations, lying, bluffing, second-guessing, assassination, and mob hysteria.
I really like it. But then I go to some strange parties.

Community management isn’t what it used to be.
Once upon a time, managing a community meant hanging out in an online location – be it a forum or a chat room – and moderating chat. Approving comments. Handling some support issues. Dealing with trolls, helping people with questions. That kind of thing.
But community management, at least the way we approach it, isn’t just online issues management and discussion moderation anymore. It’s a far more fundamental business role, one that ties together responsibilities from a number of different places, both online and off.

This paper has three parts. We start by briefly exploring what we mean by collaboration and why organisations and individuals should build their collaboration capability. Then, based on that understanding, we lay out a series of steps for developing a collaboration capability. We finish the paper with a simple test of your current collaboration capability.