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Thomas L. Friedman

Thomas L. Friedman
History of the world twenty years from now, and they come to the chapter "Y2K to March 2004," what will they say was the most crucial development? The attacks on the World Trade Center on 9/11 and the Iraq war? Or the convergence of technology and events that allowed India, China, and so many other countries to become part of the global supply chain for services and manufacturing, creating an explosion of wealth in the middle classes of the world's two biggest nations, giving them a huge new stake in the success of globalization? And with this "flattening" of the globe, which requires us to run faster in order to stay in place, has the world gotten too small and too fast for human beings and their political systems to adjust in a stable manner? In this brilliant new book, the award-winning New York Times columnist Thomas Friedman demystifies the brave new world for readers, allowing them to make sense of the often bewildering global scene unfolding before their eyes. Reviews Related:  New Organisations and Business Models

The World Is Flat The World Is Flat: A Brief History of the Twenty-First Century is an international bestselling book by Thomas L. Friedman that analyzes globalization, primarily in the early 21st century. The title is a metaphor for viewing the world as a level playing field in terms of commerce, where all competitors have an equal opportunity. Friedman himself is a strong advocate of these changes, calling himself a "free-trader" and a "compassionate flatist", and he criticizes societies that resist these changes. Summary[edit] In his book, The World is Flat, Friedman recounts a journey to Bangalore, India, when he realized globalization has changed core economic concepts.[1] In his opinion, this flattening is a product of a convergence of personal computer with fiber-optic micro cable with the rise of work flow software. Friedman repeatedly uses lists as an organizational device to communicate key concepts, usually numbered, and often with a provocative label. Ten flatteners[edit] [citation needed]

Khan Academy William Horton Consulting : Boulder, CO : E-learning consulting : E-learning design Do rents matter to startup hubs Following yesterday’s post about the factors behind cities like New York, London and San Francisco becoming startup hubs, a friend asked “let me gues — cheap rents?” In truth it’s the opposite; none of the cities cited as startup centres are cheap places to live or work and London is usually towards the top of the most expensive places on the planet. That rents aren’t a huge factor is possibly because the typical tech startup is a lean operation with a small team crammed into a crowded location. One suspects though there are limits to how much a business conserving its cash will pay — you don’t see many startups based in A-grade locations alongside big law firms and banks — and this may be the weaknesses of these big cities. Certainly in London’s Silicon Alley the complaint is the days of cheap rent are long gone and newer startups have to base themselves in other locations across the city. Overall, rents are important but they aren’t the critical factor in developing a tech sector hub.

Wikinomics: How Mass Collaboration Changes Everything Concepts[edit] According to Tapscott, Wikinomics is based on four ideas: Openness, Peering, Sharing, and Acting Globally. The use of mass collaboration in a business environment, in recent history, can be seen as an extension of the trend in business to outsource: externalize formerly internal business functions to other business entities. The difference however is that instead of an organized business body brought into being specifically for a unique function, mass collaboration relies on free individual agents to come together and cooperate to improve a given operation or solve a problem. This kind of outsourcing is also referred to as crowdsourcing, to reflect this difference. This can be incentivized by a reward system, though it is not required. The book also discusses seven new models of mass collaboration, including: The last chapter is written by viewers, and was opened for editing on February 5, 2007. Central Concepts of Wikinomics in the Enterprise[edit] Coase's Law[edit] Videos

Nine Elements Nine Themes of Digital Citizenship Digital citizenship can be defined as the norms of appropriate, responsible behavior with regard to technology use. 1. Digital Access: full electronic participation in society. Technology users need to be aware that not everyone has the same opportunities when it comes to technology. 2. 3. 4. 5. 6. 7. 8. 9. Respect, Educate and Protect (REPs) These elements have also been organized under the principles of respect, educate and protect. Respect Your Self/Respect Others - Etiquette - Access - Law Educate Your Self/Connect with Others - Literacy - Communication - Commerce Protect Your Self/Protect Others -Rights and Responsibility - Safety (Security) - Health and Welfare If this was to be taught beginning at the kindergarten level it would follow this pattern: Repetition 1 (kindergarten to second grade) Respect Your Self/Respect Others Digital Etiquette Educate Your Self/Connect with OthersDigital Literacy Protect Your Self/Protect Others Digital Rights and Responsibility

E-learning Tools and Technologies - William Horton, Katherine Horton Sustainable Brands | The Bridge to Better Brands Long Tail An example of a power law graph showing popularity ranking. To the right (yellow) is the long tail; to the left (green) are the few that dominate. In this example, the areas of both regions are equal. In statistics, a long tail of some distributions of numbers is the portion of the distribution having a large number of occurrences far from the "head" or central part of the distribution. The distribution could involve popularities, random numbers of occurrences of events with various probabilities, etc.[1] A probability distribution is said to have a long tail, if a larger share of population rests within its tail than would under a normal distribution. The distribution and inventory costs of businesses successfully applying this strategy allow them to realize significant profit out of selling small volumes of hard-to-find items to many customers instead of only selling large volumes of a reduced number of popular items. Statistical meaning[edit] Chris Anderson and Clay Shirky[edit]

Connectivism Connectivism is a hypothesis of learning which emphasizes the role of social and cultural context. Connectivism is often associated with and proposes a perspective similar to Vygotsky's 'zone of proximal development' (ZPD), an idea later transposed into Engeström's (2001) Activity theory.[1] The relationship between work experience, learning, and knowledge, as expressed in the concept of ‘connectivity, is central to connectivism, motivating the theory's name.[2] It is somewhat similar to Bandura's Social Learning Theory that proposes that people learn through contact. The phrase "a learning theory for the digital age"[3] indicates the emphasis that connectivism gives to technology's effect on how people live, communicate and learn. Nodes and links[edit] The central aspect of connectivism is the metaphor of a network with nodes and connections.[4] In this metaphor, a node is anything that can be connected to another node such as an organization, information, data, feelings, and images.

Offerings | Groupaya Challenges You Face Getting better at collaboration, innovation, learning, and decision makingShifting (or maintaining) culture, mindsets, behaviors, and resultsReducing friction around getting things doneMaking your organization a place where people thrive Your Underlying Questions How do we create a culture of accountability?How do we get people to stop being so territorial? To stop hoarding information? Whether you are a multinational company or a 3 person start up, organizational change starts with good leadership. If you aren’t on your own journey to becoming the leaders that the future organization needs, you can’t lead with integrity, won’t inspire others, and definitely aren’t capable of leading by example. Many failed change efforts rely on communications designed to be delivered to employees by leaders.