Community Network :: imagine if i . . . read the good news Peer-to-Patent is a pilot project in collaboration with the US Patent and Trademark Office. It was established in 2007 and recently extended/expanded to June 15, 2009. It is focused on helping the patent office perform high-quality examinations of pending patent applications by enlisting the public to help find and explain prior art.... Peer-to-Patent uses social software features to facilitate discussion amongst groups of volunteer experts. Users can upload prior art references, participate in discussion forums, rate other user submissions, add research references, invite others, and more. Beth Simone Noveck, Law Professor, and Director, Institute for Information Law and Policy, New York Law School launched the Peer to Patent: Community Patent Review project. Incentives for submitting an application to the project include: • Expedited review. "The Peer-to-Patent Web site is built using open source technologies (RoR, MySQL, Linux OS).
Introduction to P-CED P-CED is a partner in the Charter for Compassion P-CED places people at the center of economic development. P-CED takes the bottom line one step further: to people, past numbers. P-CED advocates for the development of localized people-centered economics on a global basis. a comprehensive, easily accessible information source about all of its currently available local resourcesan extended national and global information resource base to facilitate locating and sharing of resourcesresources for creation of community funding enterprises for profit, with profits to be applied to social needs in addition to private wealth creation P-CED began as a 'poverty-relief via targeted community enterprise development' advocacy in the US in 1997. Google+
Une science de l’intelligence collective ? L’intelligence collective peut-elle constituer un projet scientifique et si oui lequel. C’est l’entreprise qui occupe Pierre Lévy depuis plusieurs années. Son dernier article mérite donc un examen particulier au-delà des clichés dont il est souvent victime. Voici donc mes quelques réflexions sur ce texte dont le but n’est pas d’en proposer un résumé mais plutôt une tentative de mise en avant de certains points qui m’ont paru importants. L’article pourra être lu de différentes manières. L’entreprise de Pierre Lévy est ambitieuse (trop ?) Le texte permet de bien comprendre les objectifs d’IEML qui étaient restés parfois obscurs même si le désir d’une nouvelle langue ou idéographie est présente depuis longtemps chez Lévy. La sortie des fausses idées sur l’intelligence collective : Pour ma part, j’ai souvent été prudent avec l’intelligence collective du fait de son côté un peu idéaliste. En cela, l’intelligence collective est essentiellement culturelle et inscrite dans une tradition
Participatory organization A participatory organization is an organization which is built based on people participation rather than their contract obligations. Most current organizations are contract-based. Contracts define a functional structure that holds such an organization together by imposing mutual obligations on people. For example, an employee of a typical organization is obliged to perform a certain function in exchange for some previously agreed compensation. Participatory organization is an alternative to the contract model. A nice property of evolutionary participatory model is its ability to scale well with the number of participants. The concept of participatory organization was popularized recently by Tim O'Reilly under the name "the Architecture of Participation." Examples[edit] References[edit] Kosorukoff, A. & Goldberg, D. See also[edit]
Resource Center » Best-of-the-Best Resources Here is NCDD director Sandy Heierbacher’s list of what she considers the best books, guides and tools out there about dialogue, deliberation and public engagement. This list is kept intentionally short, but feel free to email your suggested additions to sandy@ncdd.org. Best Tools for Understanding the Field Resource Guide on Public Engagement (NCDD) goEngagement Streams Framework (NCDD) goPublic Participation Spectrum (IAP2) goPublic Participation Toolbox (IAP2) goPeople & Participation: How to Put Citizens at the Heart of Decision-making (Involve.org.uk) goCore Principles for Public Engagement (NCDD, IAP2, and the Co-Intelligence Institute) goGoals of Dialogue & Deliberation Graphic (Sandy Heierbacher, based on Martin Carcasson’s work) goSee more in the “Big Picture Tools” category Best How-to Guides and Manuals Best Handy Little Tools for D&D Facilitators Sample Ground Rules for D&D Processes (NCDD compilation) goYouTube Playlists of Dialogue & Deliberation Videos go Best Articles on D&D
NetAge for Virtual Teams, Networked Organizations, OrgScope, and Virtual Reorganization Virtual Teams What is a team? One of the more accepted definitions comes from Kazenbach and Smith in Wisdom of Teams. A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Generally, teams have from two to twenty-five people. What is a virtual team? L’ère du management paradoxal C’est histoire du verre à moitié plein ou à moitié vide ! A l’évocation du mot “intelligence collective”, certains comprennent “perdre le contrôle”, anarchie, désordre,… ; d’autres comprennent innovation, résolution de problème, performance collective, valorisation des intelligences et des expertises pour mieux produire et mieux vendre. Dans les entreprises, l’intelligence collective n’existe pas. Il faut la créer par la volonté des dirigeants (c’est une décision, une vision, un paradigme et non le constat résigné qu’on fait que cela existe ou que cela n’existe pas). Mais, peut-on vouloir créer et gérer l’intelligence collective si on a peur de produire du désordre, de l’anarchie ? Pour répondre à la question, je vous propose le concept de management paradoxal qui induit l’idée d’une organisation paradoxale. Voici une carte de l’organisation paradoxale montrant les 8 parties indispensables à la construction d’une entreprise performante : Ordre ou désordre… ou chaos ? Les quatre dimensions