Social computation and creativity Knowledge market is a distributed social mechanism that helps people to identify and satisfy their demand for knowledge. It can facilitate locating existing knowledge resources similarly to what search engines do (the name social search refers to this). It can also stimulate creation of new knowledge resources to satisfy the demand (something that search engines can’t do). The goal of this post is to compare several free knowledge markets created by 3form, Naver, Yahoo, Mail.ru, and Google to identify their common elements and differences. Background Free Knowledge Exchange project was launched in summer 1998 in Russia and its international version became available at 3form.com in February 1999. Prior to 3form, two ways of collective problem solving on the internet were available. Korean Naver played a key role in popularizing the concept of knowledge market. Free knowledge markets are currently abundant with numerous implementations. Incentive systems Features Common features comparison:
Making Is Learning | Maker Education Initiative At Maker Ed, we believe that every child is a maker. We aim to celebrate the inclusivity of making, and this month in particular, we are highlighting our work with female makers, supported by a boost from Google for Entrepreneurs’ #40Forward campaign. Encouraging more women and girls to participate in the maker movement is part of the ongoing commitment that Maker Ed has made to increase equity in the field. Females have been makers since the beginning of time; yet, they are still largely underrepresented as entrepreneurs, innovators, leaders, and makers. Maker Ed has targeted the recruitment of female mentors to establish young makers clubs in their communities to help girls prepare and present projects at a local signature event in their community, such as Maker Faire. Oftentimes, girls make projects that solve community problems. One bright example is the Science, Art, and Math (SAM) Academy in Sanger, CA. Mariah Villareal is a wonderful role model for San Antonio youth.
Memetics | Meme Hacking At PivotCon 2010, Douglas Rushkoff made some extremely cogent arguments about why brands cannot go viral on social networks — even when there’s plenty of activity on companies’ websites and Facebook pages — and why it’s pointless to try to push brand concepts (such as mascots) around as memes in the expectation of driving actual product sales. This talk is exceptionally amusing both for its venue — he’s at a branding conference talking about social media — and for the fact that he opens the talk by saying, essentially, “you think you’re talking about what’s happening, but you’re not.” He managed to rankle more than a few career marketeers who oversimplified his message to mean “marketing is evil”; the mild antagonism to this particular audience inherent in his message did not go unnoticed by PivotCon organizer Chris Shipley who made no bones about the reason they decided to schedule his talk dead last.
Confessions of an Aca-Fan: The Official Weblog of Henry Jenkins Simple small business software, collaboration, CRM: 37signals Internet and memetics Garry Marshall School of Computing Science, Middlesex University, Trent Park, Bramley Road, London N14 4XS, England. e-mail: Garry2@mdx.ac.uk Abstract The functioning and usage of the Internet are examined in terms of memes and memetics. 1. Memetics provides a powerful new way to think about things such as, for example, creativity (Gabora, 1997). The Internet, like all computer networks, is designed and constructed in a layered fashion, with layers of software added to the basic hardware. In fact, as this paper shows in a limited way, the functioning of the various layers can be interpreted memetically. 2. We begin by considering the World Wide Web. Routing is, in essence, achieved with routing tables. This way of achieving adaptive routing can be interpreted as a memetic system. 3. Agent technology is becoming ever more widely used on the Internet as a means of supporting services, notably search engines and 'push' services. The question that arises is: How should the agents co-operate?
The Massive Open Online Professor The challenges faced by higher education around the world are daunting and cannot be met by the traditional institution-based education system. For the current model to meet the needs of future generations, we would need to build and fund thousands of new universities. And yet the past ten years have demonstrated that there is another way. Scalable education on the web is increasingly possible, largely through the use of commodity software that is easy to use and available freely or at low cost to anyone. Consider: Stanford and MIT recently started offering free online courses, and both universities enrolled more than 100,000 users. Not only is online learning beginning to scale massively, but it is also beginning to do so at almost zero marginal cost. We are approaching a tipping point where education and educators can use technology to reach almost every person on the planet inexpensively. Massive Open Online Courses Instruction is based on openly available content and resources
Les outils collaboratifs renforcent-ils la cohésion de l'entreprise ? Afin d'éviter le débauchage de salariés, les compagnies ont intérêt à rassembler leurs équipes de recherche en groupes de travail. Réels plus que virtuels, ces derniers visent surtout à souder des liens existants. Pour éviter que les individus talentueux associés autour d’un projet, ne soient encouragés par la concurrence à quitter l’entreprise, il faut renforcer le travail d’équipe, notent dans un rapport des chercheurs de l’université Carlos III de Madrid. Les scientifiques se sont intéressés à une entreprise high-tech en particulier : IBM. Ils soulignent que ce sont souvent les acteurs clés, dont l’expertise est déterminante pour faire avancer tel ou tel projet de R&D qui sont "courtisés" par des sociétés concurrentes. Ainsi, paradoxalement, les personnes les plus impliquées sont dans certains cas celles qui ont le plus de chances de quitter l’entreprise. Préserver l’unité du groupe Restructurer le travail collaboratif
FINAL REPORT | DIGITAL YOUTH RESEARCH Social network sites, online games, video-sharing sites, and gadgets such as iPods and mobile phones are now fixtures of youth culture. They have so permeated young lives that it is hard to believe that less than a decade ago these technologies barely existed. Today’s youth may be coming of age and struggling for autonomy and identity as did their predecessors, but they are doing so amid new worlds for communication, friendship, play, and self-expression. We include here the findings of three years of research on kids' informal learning with digital media. Summary - Summary of Findings Two page summary (pdf) White Paper - Living and Learning with New Media: Summary of Findings from the Digital Youth Project (pdf) Ito, Mizuko, Heather A. Book - Hanging Out, Messing Around, Geeking Out: Living and Learning with New Media Ito, Mizuko, Sonja Baumer, Matteo Bittanti, danah boyd, Rachel Cody, Becky Herr, Heather A. Dedication To the memory and ongoing legacy of Peter Lyman. Contents
Vannevar Bush Vannevar Bush (/væˈniːvɑr/ van-NEE-var; March 11, 1890 – June 28, 1974) was an American engineer, inventor and science administrator, whose most important contribution was as head of the U.S. Office of Scientific Research and Development (OSRD) during World War II, through which almost all wartime military R&D was carried out, including initiation and early administration of the Manhattan Project. His office was considered one of the key factors in winning the war. For his master's thesis, Bush invented and patented a "profile tracer", a mapping device for assisting surveyors. Bush was appointed to the National Advisory Committee for Aeronautics (NACA) in 1938, and soon became its chairman. Early life and work Vannevar Bush was born in Everett, Massachusetts, on March 11, 1890, the third child and only son of Perry Bush, the local Universalist pastor, and his wife Emma Linwood née Paine. In 1924, Bush and Marshall teamed up with physicist Charles G. World War II period
Lateral Thinking Problems - Fact Lateral thinking problems that are based on fact. 1. A man walks into a bar and asks for a drink of water. Hint: Please do not try this at home. Solution: The man has hiccups; the bartender scares them away by pulling a gun. A Colombian man accidentally shot his nephew to death while trying to cure his hiccups by pointing a revolver at him to scare him, police in the Caribbean port city of Barranquilla said on Tuesday, the 24th of January 2006. After shooting 21-year-old university student David Galvan in the neck, his uncle, Rafael Vargas, 35, was so distraught he turned the gun on himself and committed suicide, police said. The incident took place on Sunday night while the two were having drinks with neighbors. Galvan started to hiccup and Vargas, who works as a security guard, said he would use the home remedy for hiccups of scaring him. "They were drinking but they were aware of what was going on," one witness said. 2. Hint: This may have occurred anywhere between 1862 and 1990. 3. 4. 5.
Sharism: A Mind Revolution With the People of the World Wide Web communicating more fully and freely in Social Media while rallying a Web 2.0 content boom, the inner dynamics of such a creative explosion must be studied more closely. What motivates those who join this movement and what future will they create? A key fact is that a superabundance of community respect and social capital are being accumulated by those who share. The key motivator of Social Media and the core spirit of Web 2.0 is a mind switch called Sharism. Sharism suggests a re-orientation of personal values. Sharism is encoded in the Human Genome. Thus, our brain supports sharing in its very system-nature. However, daily decisions for most adults are quite low in creative productivity, if only because they've switched off their sharing paths. These mind-switches are too subtle to be felt. Non-sharing culture misleads us with its absolute separation of Private and Public space. This brings us to the fourth and final type of return.
Wikileaks Lessons for Business: Authenticity before transparency December 2nd, 2010 · 1 Comment Wikileaks is offering real time transparency in policy making and statesmanship. Business may think this has nothing to do with them. You are next, I assure you. Here is what you can do to defend yourself. What I mean by this suggestion is that more attention is being paid to whether the leaks are appropriate than whether the conduct they expose is appropriate. Leaders have become so depend on the ability to present their case with different spins that it never occurs to them that there is another way. First, a person thinks about and includes in their communication what will be seen as central to or have meaning attributed to it, by everyone those who will be effected. I have a friend, Bob Mang, who does this with every situation and it sometimes drives me crazy. Second, an authentic leader seeks to represent the same situation in the same way, no matter the audience or situation, because they seek to include the whole in their thinking and interactions.
new article by Lev Manovich: "Trending: The Promises and the Challenges of Big Social Data" Trending: The Promises and the Challenges of Big Social Data (PDF). In this article I address some of the theoretical and practical issues raised by emerging “big data”-driven social science and humanities. My observations are based on my own experience over last three years with big data projects carried out in my lab at UCSD and Calit2 (softwarestudies.com). The issues which we will discuss include the differences between “deep data” about a few and “surface data” about the many; getting access to transactional data; and the new “data analysis divide” between data experts and the rest of us. ---------------------------- Reference: Lev Manovich.