Why Do We Collaborate? Yann Moulier Boutang asks, "Are we all just Google's worker bees?" :: Society of the Query. Posted: November 13, 2009 at 6:31 pm | By: chris castiglione | Tags: bees, capitalism, Google, Yann Moulier Boutang | 3 Comments Are we all just worker bees being exploited by Google for capitalistic means? Google has become the emblem of cognitive capitalism because it has invented a new economic model relying on the controlled development of collective intelligence networks. French socio-economist Yann Moulier Boutang explored the dependency of Google (as a factory for the commodization of knowledge) on human querying (as labor). “You are working for Google! Boutang surmises that Google’s new economic model may be reshaping capitalism into - what he refers to as – a “meta-market”.
In conclusion Boutang asks, “Is it possible to free the clickworker from Google?” Access : Research thrives on integration of natural and social sciences : Nature. Untitled. Collaborative method. Group Setup[edit] Deliberate setup of a team—before beginning work—increases the potential for high performance. [citation needed] To do so, the following components of collaboration should be an initial focus: Group models[edit] Four group models are common in collaboration:[1] Chance Collaboration by chance is the most basic model and underlies all four. Acuity Collaboration by acuity establishes a team with balanced skill sets. Interest Collaboration by interest forms a team of persons with similar hobbies, curiosities or careers. Leader Collaboration by leader is a team model where the members are chosen by a leader. Spence's basic rules[edit] Spence identifies[1] seven rules for all collaboration: Look for common ground: find shared values, consider shared personal experiences, pay attention to and give feedback, be yourself and expect the same of others, be willing to accept differences in perception and opinions Katzenbach and Smith's "team basics"[edit] Complementary skills in team members.
STIR: SocioTechnical Integration Research. Science and technology policies around the world are placing new pressures on laboratories to address broader societal dimensions of their work in ways that have the potential to influence the content of science and engineering activities themselves – presumably for the better (Fisher and Mahajan, 2006). Despite longstanding calls for collaborations between natural and human scientists to achieve this goal, neither the capacity of laboratories to respond to such pressures nor the role that interdisciplinary collaborations may play in enhancing responsiveness is well understood or empirically supported.
It is crucial to overcome these limitations in order to design, implement and assess effective programs aimed at responsible innovation. Learn more about the STIR project. Objectives The objectives of the STIR project as a whole, as well as each paired study, are to: Intellectual Merit Broader Impacts The STIR project: Support. Collaborative Science and Technology Network for Sustainability (CNS) | NCER | Research. You will need Adobe Reader to view some of the files on this page. See EPA's PDF page to learn more. Launched in 2004, CNS is a grants program that is a cornerstone of ORD's transition to sustainability. The program enables grantees and EPA to collaborate in exploring and learning about new approaches to environmental protection that are systems-oriented, forward-looking, preventive, and collaborative. The program addresses the long-term sustainability (in terms of quality and availability) of resources, including air, water, land, energy, materials, and ecosystems.
CNS is a testing ground for scientifically-based tools and approaches that can enable a sustainable future at a regional scale. Collaborative Science. Collaboration. Act of working together Catalan castellers collaborate, working together with a shared goal. Collaboration (from Latin com- "with" + laborare "to labor", "to work") is the process of two or more people, entities or organizations working together to complete a task or achieve a goal.[1] Collaboration is similar to cooperation. Most collaboration requires leadership,[vague] although the form of leadership can be social within a decentralized and egalitarian group.[2] Teams that work collaboratively often access greater resources, recognition and rewards when facing competition for finite resources.[3] Structured methods of collaboration encourage introspection of behavior and communication.[2] Such methods aim to increase the success of teams as they engage in collaborative problem-solving.
Collaboration is present in opposing goals exhibiting the notion of adversarial collaboration, though this is not a common use of the term. Examples[edit] Trade[edit] Kibbutz (1890)[edit] Game theory[edit] Which Kind of Collaboration Is Right for You? The Idea in Brief As potential innovation partners and ways to collaborate with them proliferate, it’s tough deciding how best to leverage outsiders’ power.
To select the right type of collaboration options for your business, Pisano and Verganti recommend understanding the four basic collaboration modes. These modes differ along two dimensions: openness (can anyone participate, or just select players?) And hierarchy (who makes key decisions—one “kingpin” participant or all players?). In the open, hierarchical mode, anyone can offer ideas but your company defines the problem and chooses the solution.
Each mode has trade-offs. The Idea in Practice Understanding Your Collaboration Options Examples of Collaboration Options Choosing Your Collaboration Approach Select the collaboration mode that best suits your capabilities and strategy. Example: All too often firms jump into relationships without considering their structure and organizing principles—what we call the collaborative architecture.