寄稿者/戦略

戦略まとめ - 寄稿者の体験

ウィキメディア財団寄稿者戦略まとめ

筆者：Sonja Perry および Benoît Evellin、2025年7月

はじめのあいさつ

このページにはウィキメディア財団（略号WMF）の投稿者チーム （Contributors）がコミュニティと交わしたさまざまな構成要素（コンポーネント）をめぐる対話を介して展開した戦略的見通しを載せてあります。 この戦略は繰り返し開発のつもりで取り組み、点と点を結んで多くの異なるデータポイントと会話を経てまとまった道筋を形成したところで、このページの作成にあたり、コミュニティの皆さんからご意見ご指摘をお願いする運びとなりました。

戦略を説明するにあたり、これまでの数年で収集したデータ、例えばコミュニティ要望リスト、製品技術諮問委員会（PTAC^※）との会話（先方の推奨事項を含む）、定性調査や実験に加えて、Discord（ディスコード）やMetaで交わした議論などを活用してきました（詳細とリンクは以下の「よくある質問」節をごご参照）。（訳注："※"＝Product and Tech Advisory Council）

この戦略の目的は、貢献者の経験を全体的に検討する長期計画を通じ、WMF製品チームが今後数年間にわたって取り組む課題に焦点を当てることにあります。すでに2025-2026年度の計画公表に用いたものながら、コミュニティから寄せられたフィードバックが集まるにつれて計画の検証を継続して繰り返す見込みです。 ぜひ皆さんのお声を聞かせていただきたく、議論のページ にコメントを投稿してください。

なぜ今？

Even as the world changes, we remain certain that we want the Wikimedia projects to be a multi-generational endeavor: We want free knowledge to continue to be available to many generations to come. To do this, we need to fuel volunteer growth, to enable volunteers to build trustworthy encyclopedic content, to fund our mission, and to evolve our offering to shape the changing internet. Read more about those four strategic pillars. 

この10年にわたり（パンデミック中の臨時のピークを除外すると）編集者コホートの新規参加も復活も編集者数の減少が続き、私たちのプロジェクトの持続可能性と中立性を脅かしています。当戦略では技術的な解決策によって、編集者の定着率の向上、リソース不足の分野でボランティアの採用を促すことにより、プロジェクトの視点が中立性を失ったり、もしくは均質に傾くことを防ごうと目ざしています。

編集者の減少の主な理由は外部のトレンドに加えて私たちの体験が断片的で混乱している点にあり、インターネット利用者の期待がますます高まるのに私たちが提供する体験との間のギャップが拡大しているからだと確信しています。 ボランティアの成長を促進するツールやユーザー体験の開発における主要な推進力は、ウィキメディア財団で貢献者体験に取り組む各チーム — 編集機能 、伸展 、仲裁者ツール 、人脈作り（旧キャンペーン） — が担っており、理解しやすい戦略を立てて、すべての貢献者のユーザー体験にわたる包括性を求めると、それにより焦点を定めてトレードオフの意思決定を導いていくと、有意義な進展に結びつきます。 当然ながら、持続可能な多世代プロジェクトを 確保する取り組みには、ウィキメディア運動のすべての人が参加するよう奨励され — この文書に期待されるものがあるとしたら、それは素晴らしい作業が運動全域で進みつつあり、それを補完する視点をWMF製品チームに提供することです。

優先する戦略

There are lots of ways to contribute to Wikipedia, but we don’t provide guidance and clarity to navigate them, which is stifling our efforts to fuel volunteer growth. To tackle this, the Contributor teams at Wikimedia Foundation will focus over the coming years on bringing clarity for both new and experienced contributors by:

1. ボランティアに届くおすすめ、及ぼした影響の追跡、各人が実績の把握を簡略化

1. 実践面では具体的にどういうこと？
   1. 個人用ダッシュボード（Personal dashboard」はボランティアの皆さんがおすすめを受け取ったり、自身の与えた影響を把握するため
   2. モジュール化してありカスタム化できる体験によって、多様なコミュニティのニーズに合わせること
   3. コミュニティが能力を備えて、最も必要とされる場所へボランティアを誘致できるようになること
2. What are some specific problems volunteers told us about that this could help with?
   1. A wish mirrors what we've been hearing in conversations on Meta: "editors have way too many tasks with no way to offload some of them to other contributors looking for tasks."
   2. From recent research, we know that many wikis have problems with retaining and recruiting users with extended rights. A modular personal dashboard with recommendations customizable by wiki could help them point volunteers towards specific types of tasks that should be prioritized, enabling them to grow by taking on more complex tasks when they meet specific criteria set by their wiki.

2. 適切に構成されたタスクを提供し、より明確な目標設定と、ボランティアが時間を最も効率よく活用できるようにする

1. What does this mean in practice?
   1. Guidance in the moment and through structured flows
   2. Automation of repetitive tasks
   3. Special focus on the mobile web experience
2. What are some specific problems volunteers told us about that this could help with?
   1. We repeatedly hear from volunteers who spend years reading articles and Talk pages to build confidence before they even start editing.
   2. Burnout is often a topic when we talk with volunteers about backlogs and patrolling. Structured flows could help newer editors take on entry-level patrolling tasks to alleviate the burden for experienced editors.
   3. We talked to a user who is interested in climate change denialism. They recruited a team of a few people and looked at different WikiProjects to find all the climate change articles in ~200 languages, using Google Translate. They then updated articles as needed manually. This is something that WMF could help automate in the future. A similar wish was recently published as well.

3. 経験を人脈づくりと波及効果を中心にして意義ある貢献にすること

1. What does this mean in practice?
   1. More surfaces for contributors to understand their impact
   2. More avenues for human connection and feedback / recognition
   3. Goal setting and collaboration
2. What are some specific problems volunteers told us about that this could help with?
   1. One topic that keeps coming up is that volunteers would like to have better ways to provide positive feedback to each other, for example, by improving how volunteers can give thanks to each other.
   2. Volunteers we talked to mentioned that they love being able to track their impact, specifically those organizing collaborations, listed understanding impact as their #1 pain point.

We can fuel volunteer growth by creating a virtuous cycle for contributors, starting with making it easy to discover compelling opportunities, then ensuring that they are equipped to act on those opportunities with clear next steps, and finally offering a meaningful experience that highlights the contributor's impact. Our approach is balanced and holistic, taking all the different roles involved into consideration.

現在の進捗状況

From the Community Wishlist and other community insights, such as the recent Product and Technology Advisory Council’s recommendation on mobile editing, we know that our current contributor experience is lacking clarity and posing myriad technical barriers for volunteers. The experience is fragmented because, over the years, we gradually ported some desktop experiences to mobile surfaces, made some new mobile-only experiences, and fixed user problems largely by focusing on ad-hoc needs rather than following an overarching and unified product vision. This results in the fact that volunteers are not guided through the contributor journey in a way that enables them to identify opportunities to contribute, act on those opportunities with efficiency, or understand their impact and what to do next. This makes it difficult, on the one hand, for contributors to stay engaged and grow, and on the other hand, for communities to attract new volunteers to their projects.

Newcomers and junior editors continue to experience three main barriers to editing: technical, conceptual, and cultural barriers. With the launch of the VisualEditor , followed by Edit Check , and Growth features , such as the Newcomer Homepage, Structured Tasks, and Suggested Edits, we’ve already taken steps to offer a more intuitive and coherent experience through smaller, targeted actions, especially for users who aren’t as familiar with wikitext. However, we still see attrition at key moments in their journey, for example when their edits get reverted. We believe that this is at least in part the case because newcomers in particular are confused and have yet to build positive social interactions that could help retain them. At the same time, the default on wikis is that good edits don’t generally get positive recognition, so volunteers don’t get much feedback on their impact, which can be especially discouraging for new volunteers who are still trying to navigate a complicated contribution system. Additionally, we’ve seen a decline in account registrations in recent years, so we need to start thinking more about how we can attract new and different users long-term as we try to solve these issues. One factor that we believe is playing into this is the increasing expectation of newcomers to use mobile web, specifically in communities with restricted access to desktop devices, which matches a recent recommendation from the Product and Technology Advisory Council, pointing to deficiencies in the mobile editing and newcomer experiences.

While more experienced editors may be more comfortable with the open-endedness onboarding to Wikipedia requires, we know they too can be frustrated by how difficult it can be to find rewarding contribution opportunities. Where this becomes especially prevalent is when creating backlogs: editors currently have to create backlogs manually with no guidance, prompts, or standard process to do so, leaving the burden of discovering opportunities and prioritizing them entirely on them. Additionally, we’ve seen continuous engagement from experienced contributors with the Community Wishlist, specifically around improvements to the editing experience more broadly.

Similarly, patrolling and administrative tasks are not streamlined and users have myriad gadgets, scripts, and tools available to create, navigate, and address workflows. While having all these solutions to choose from can be helpful and illustrates the importance of enabling a system that allows wikis the freedom to use the tools that work for them, volunteer-maintained solutions are often re-implemented across multiple Wikimedia projects, which highlights missing functionality in MediaWiki software. Plus, moderation tasks are often poorly supported on mobile devices, but especially shorter tasks might be well suited for smaller screens and small pockets of time. Additionally, patrollers and administrators generally receive little-to-no positive feedback on their contributions, making their work thankless rather than rewarding. These problems, combined with large administrative backlogs, often lead to frustration and burnout.

Across all roles, the burden of finding interesting and relevant ways to contribute is currently on the volunteer, and while we have some ways to provide and receive constructive or positive feedback (for example through Talk pages , Thanks , Barnstars, etc.), most contributors either don’t receive feedback at all or receive it only when their content needs to be reverted, deleted, or updated, meaning they don’t have an accurate understanding of their contribution impact on the community.

何が変わったの？

今後3年間は貢献者の透明性を最優先に考え、ウィキメディア財団の貢献者チーム4件（編集昨日、Growth＝成長、仲裁者ツール、人脈作り＝コネクション）が共同で取り組むと決定した件とは従来の運営からの脱却であり、事後対応型で短期、多くの場合に単一会計年度限定の実施方法を変えようとしてます。 具体的にこれが意味することとは、意思決定はコミュニティのフィードバック、コミュニティ要望リストその他の情報源に基づいて続けるという意味ですが、これら要望には個別の対応ではなく、特に焦点を当てるのはボランティアの成長促進につながるよう、編集者の透明性と維持率の向上に役立つ要望とします。

よくある質問

その仮説を裏付けるデータをもっとみせてくれませんか？

この戦略は過去数年間にコミュニティの要望リスト、定性調査や実験からデータを収集、また Discord や Meta、トークページ、カンファレンスで重ねた議論に基づいています。以下のとおり、この文書作成に採用した参考文献の書誌情報を示します。

• 2025年4月の運動指標
• New Editor Experiences
• コミュニティ要望リスト
• PTAC勧告
• ボランティアのアーキタイプ
• Reference Check A/B Test
• 新人タスク実験分析
• 新人の定着
• Impact of the Wikipedia Teahouse
• 登録数の衰退
• 2025年のグローバルなトレンド
• Administrator Retention and Recruitment Report

Since we drafted this strategy, we’ve done more research and had engaging discussions with the community:

• Wikimedia Foundation Annual Plan/2025-2026 Community Space Statistics
• Wikimedia Foundation Annual Plan/2025-2026 Talk Page
• Centralized Contributions for Moderation Activity
• Crowdsourced Content Moderation
• Definition of Moderation Activity

モバイルウェブ版の改善には、現状の投資の実態は？

We have a strong commitment to a mobile-first approach. WE1.1 is specifically aimed at creating smaller, structured, and more task-specific editing workflows that are well suited for small screens. Additionally, we see an opportunity in bringing more workflows to mobile web that are suited for small pockets of time on small screens, including simple patrolling or maintenance actions. We also launched an internal working group to uncover and summarize gaps, issues, and opportunities in the mobile web editing experience as a response to the PTAC recommendation put forth in February. The goal is to produce an artifact that we can use to make prioritization decisions for the latter part of FY25-26 and beyond.

ネイティブなアプリでも貢献者機能を展開し続けますか？

We are not going to focus editor interventions on the mobile apps in the near term, so that the apps team can fully focus on improving the reader experience there.

典拠の追加や査読に注力しないなら、それを担当する他のチームやグループはどこ？

Yes! The Technical Wishes team at WMDE is dedicating the next couple of years towards the topic of references, and we continue to encourage volunteers to develop solutions to mitigate the challenges their communities might be facing.

AI をめぐる戦略は？

The WMF continues to prioritize human-created knowledge and aims to invest in using AI to support editors in areas where AI can have the highest impact, for example by automating routine and repetitive tasks that do not require human judgment or discussions, or by retrieving content to create and prioritize work lists. So far we've been using our own Small Language Models validated through community input. More details can be found in the overall AI strategy.

How might this impact the work of a volunteer? To contextualize this with tangible examples: Finding articles and surfacing tasks within specific query parameters could be something that WMF could help automate in the future. Other examples include surfacing non-neutral language or other potential issues, either when volunteers are just browsing and are unsure what to work on next, during their editing session, or as they are patrolling edits.

これは読者の体験にどう影響するの？

The Contributor and Reader teams within the WMF will work very closely with each other to ensure smooth transitions along the entire user journey. This can include things like non-editing participation and account registration improvements.

コミュニティの要請はどう位置付けるのか？

We will continue to rely heavily on community input through the Community Wishlist, Phabricator tickets, discussions with the community on social channels, Talk pages, village pumps and other surfaces. We had sessions at Wikimania 2025 and will continue to seek feedback on this strategy from the Product and Tech Advisory Council (PTAC).

NPOV その他の方針をコミュニティに徹底するには、コミュニティに支援策を用意する予定ですか？

Global trends are suggesting that threats to neutrality are on the rise, and we’re taking them seriously. Something we’re particularly focusing on is the threat the decline in editors overall, but in particular of users with extended rights, is posing for the sustainability, diversity, and neutrality of our projects. This strategy is aimed at increasing retention and facilitating recruitment through the following means:

• それぞれのボランティアが自身の及ぼす影響を理解して、最も波及効果が高いと判断したタスクを優先できるように、カスタマイズ可能なホームページのアイデアを探求しましょう。さらにまた、特定のウィキごとにタスクや役割がリソース不足なら、新しいボランティアを引きつける上でも役に立つかもしれません。
• 停滞した作業量を減らす新しい方法を見つけるため、たとえば繰り返しタスクの自動化や、構造化して細かく分けた建設的な編集率を向上させることを目指し、タスクごとに固有の編集ワークフローを割り当てること
• 投資を増やし編集者にもっと有意義でポジティブな体験を促し、定着率を高めること

成功をはかる指標は？

中核の指標は編集者の定着率とし、さらに一連の指標と健全性指標を用意して詳細なレベルで進捗状況を追跡するため採用します。