Working groups are one of the most effective ways to turn passive participation into active collaboration. They offer a clear structure for members to gather around specific goals, contribute meaningfully, and see tangible outcomes. Whether it's tackling a shared challenge, developing a resource, or planning an event, working groups give community members both agency and accountability.
Unlike broader community spaces, which tend to focus on discussion and discovery, working groups are about doing. They are action-oriented subgroups that exist within the larger community framework. And when implemented thoughtfully, they can significantly increase engagement, ownership, and trust.
What are working groups?
Working groups are smaller, often temporary, subcommunities within a larger community. They are formed around a clearly defined purpose—usually a project, initiative, or topic that requires ongoing collaboration. These groups operate with autonomy but remain aligned with the wider community’s mission and values.
Depending on the community, working groups may be initiated by members, appointed by moderators or organisers, or spun off organically from active discussions. They can be cross-functional, interest-based, or role-specific.
Common examples include:
A product feedback group within a user community
A diversity and inclusion task force in a professional network
A content curation team in a knowledge-sharing forum
An event planning group for an annual conference
A technical standards committee in an open-source project
Why working groups matter in community building
1. They deepen member engagement
Working groups invite members to move from consumers to contributors. This shift in role enhances belonging and ownership. Members who invest their time and energy in a shared goal are more likely to stay committed to the broader community.
It also increases the frequency and quality of interactions. Rather than surface-level likes or comments, members engage through problem-solving, feedback, and co-creation.
2. They produce real outcomes
Whereas general discussions can be open-ended, working groups operate with a purpose. They generate outputs—documents, events, strategies, prototypes—that benefit the entire community. This visible progress reinforces the value of participation and demonstrates what the community can achieve together.
3. They build leadership pathways
Working groups are a natural place for emerging leaders to develop and demonstrate their capabilities. Facilitating meetings, managing tasks, resolving conflicts—these are all leadership behaviours that can grow organically within a group context.
By observing who steps up and how they collaborate, community managers can identify future moderators, ambassadors, or core team members.
4. They strengthen community resilience
A distributed structure of working groups decentralises responsibility. It reduces dependency on a central team and allows the community to scale more sustainably. This flexibility is especially useful in volunteer-driven or open-source communities where resources are limited but energy is abundant.
How to form and manage effective working groups
Define a clear purpose
Start with a problem, question, or outcome that needs focused attention. Make the group’s objective specific and time-bound if possible. Ambiguity is a productivity killer.
Ask:
What is this group trying to achieve?
Why does it matter to the community?
How will success be measured?
Recruit the right mix of members
Diversity of skills, backgrounds, and perspectives leads to better outcomes. Depending on the scope, you might want to cap the group size (e.g. 5–12 people) to maintain focus.
Offer open calls for volunteers or selectively invite members who have shown interest or expertise in the relevant area.
Set expectations early
Before the group begins work, align on:
Communication channels (e.g. Slack, Notion, dedicated threads)
Meeting cadence and working hours
Decision-making processes
Roles (facilitator, note-taker, point-of-contact)
Ground rules for participation
This reduces confusion and builds trust from the outset.
Provide support and visibility
While autonomy is important, working groups still benefit from guidance and visibility from the broader community. Consider:
Assigning a liaison from the core team
Giving periodic updates in public channels
Celebrating milestones or contributions
Offering access to tools or platforms
Recognition reinforces impact and encourages others to participate.
Close the loop
When a group completes its work, capture and share the outcome. Publish a report, hold a demo, or summarise findings in a newsletter. Make the impact tangible.
Then, disband the group—or evolve it into a more permanent structure if needed. Not every working group needs to be long-term. Sunset with intention to prevent burnout and bloat.
Use cases across different community types
In professional communities
Working groups might focus on peer mentorship, career resources, or policy advocacy. These groups help members develop professionally while contributing to a collective good.
In brand-led communities
Working groups can support customer research, product feedback, or campaign ideation. These collaborations not only generate insights but also build deeper brand loyalty.
In learning communities
Groups may form around a cohort-based course, topic exploration, or collaborative learning challenges. Peer accountability and shared progress can significantly boost retention and outcomes.
In open-source or technical communities
Working groups often drive innovation, documentation, and standard-setting. They are essential to governance and project evolution.
Final thoughts
Working groups are not just a structural choice—they’re a strategic layer in community design. They transform passive membership into active contribution. They unlock value not only for the group members, but for the wider community. And perhaps most importantly, they demonstrate what’s possible when you give people the space and support to lead together.
In a world where many communities struggle to move beyond engagement metrics, working groups offer something real: collaboration with purpose.
FAQs: Working groups in communities
How do working groups differ from committees or subcommittees?
While both working groups and committees operate within larger organisations or communities, working groups are typically temporary, goal-driven, and task-specific. They focus on producing a defined output within a set timeframe. Committees, on the other hand, are usually ongoing bodies that manage broader or recurring responsibilities, such as governance or compliance.
Can working groups be open to all members or should they be invite-only?
Both models can work, depending on the community’s structure and purpose. Open working groups encourage broader participation and inclusivity, especially in grassroots or volunteer-led communities. Invite-only groups might be more effective for sensitive topics, advanced projects, or when specific expertise is required. The key is to clearly communicate the rationale behind the selection process.
What tools are best for managing community working groups?
The best tools depend on your community’s existing infrastructure and preferences. However, common choices include:
Slack, Discord, or Microsoft Teams for real-time communication
Notion, Google Docs, or Confluence for documentation and shared workspaces
Trello, Asana, or ClickUp for task management
Zoom or Google Meet for virtual meetings
Select tools that support collaboration without adding unnecessary friction.
How do I keep a working group engaged over time?
To maintain momentum, ensure that the group has:
Clear, measurable goals and milestones
A strong facilitator or rotating leadership
Recognition from the wider community
Regular check-ins and a visible feedback loop
Flexibility to evolve or disband if energy fades
Engagement is sustained when members feel their time is respected and their input matters.
Are working groups suitable for small or early-stage communities?
Yes, working groups can be highly effective even in small or early-stage communities. In fact, they can help build the foundation of your community culture by encouraging ownership and collaboration from the beginning. Start with low-stakes projects that align with member interests and expand from there. Early success builds credibility and capacity for larger initiatives later.
