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"a guide for selecting and assembling a technological platform to support communities of practice across a large organization. To this end, the report addresses four questions: What makes communities of practice different from garden-variety online communities? Every group that shares interest on a website is called a community today, but communities of practice are a specific kind of community. They are focused on a domain of knowledge and over time accumulate expertise in this domain. They develop their shared practice by interacting around problems, solutions, and insights, and building a common store of knowledge. What categories of community-oriented products exist and what are they trying to accomplish? The ideal system at the right price does not exist yet, though a few come really close. But there are eight neighboring categories of products that have something to contribute and include good candidates to start with. Analyzing these categories of products yields not only a scan of products, but also a way of understanding the various aspects of a knowledge strategy based on communities of practice. What are the characteristics of communities of practice that lend themselves to support by technology? Technology platform are often described in terms of features, but in order to really evaluate candidates for a technology platform, it is useful to start with the success factors of communities of practice that can be affected by technology. The third section of this report provides a table of thirteen such factors with examples of how a technology platform can affect the success of a community in each area. How to use the answer to these questions to develop a strategy for building a platform for communities of practice? Most of the product categories can be a starting point for building a general platform. In fact, this analysis of the field suggests a strategy for approach the task. Decide what kinds of activities are most

"improvscience accelerates effective collaboration. learn to build rapport, boost listening skills, and build with people across research areas and disciplines."

" The SusHouse methodology is in essence a combination of creativity workshops and scenario building together with stakeholders. The methodology has been inspired to a large extend by the methodology developed in the Sustainable Technological Development (STD) Programme of the Netherlands (1992-1997), and in this Programme by the project Sustainable Washing. An important element of the methodology is called 'Back-casting' (think backwards from a desirable or unavoidable future situation). Like in the STD Programme the premise of the project is that in the long term (50 years) a drastic reduction of environmental burden is necessary (factor 20). This reduction will not be reached by just incremental technological innovations. More drastic technological as well as socio-cultural and organisational changes will be necessary. The hypothesis in the project is that there are interesting opportunities for instance in the concepts of sharing, leasing and service-products. The project consists of the following steps: 1. Investigation of functions in countries (Jan 98-Aug 98) 2. Expert interviews and stakeholder enrolling (Jan 98 - Dec 98) 3. Creativity and backcasting workshops with experts and stakeholders (Nov 98-Jan 99) 4. Scenario-building (Jan 99 - Feb 99) 5. Assessment of the scenario's (Feb 99 - Sep 99) 6. Follow Up workshops with experts and stakeholders (Oct 99 - Dec 99) 7. Reporting and spinn-off (Jan 2000 - June 2000) The scenario assessments are threefold: 1. Analysis of environmental gains and impacts (contact information) 2. Assessment of economic consequences and viability (contact information) 3. Assessment of consumer acceptance (contact information) Each of the three SusHouse household functions (Shopping, Cooking and Eating; Clothing Care; Shelter) is being researched in three countries: SCE Clothing Care Shelter Italy X X UK X X Netherlands X X Hungary X Germany X X

"The PowerPoint presentation BMJ 2007; 335 doi: http://dx.doi.org/10.1136/bmj.38994.480845.DE (Published 20 December 2007) Cite this as: BMJ 2007;335:1292 Article Related content Read responses (3) Article metrics David Isaacs, senior staff specialist1, Stephen Isaacs, consultant2, Dominic Fitzgerald, senior staff specialist3 Author Affiliations davidi@chw.edu.au The main purpose of a PowerPoint presentation is entertainment. Intellectual content is an unwarranted distraction. In preparing a PowerPoint presentation, aesthetics should transcend substance. The background colour scheme and logo for your slides should be selected for maximum emetogenic potential. The first inverse ridicule rule of PowerPoint presentation states: "The more lines of writing that can be coerced onto a slide and the smaller the font, the lower the risk of anyone criticising any data which has accidentally been included." The second rule states: "The number of slides you can show in your allotted time is inversely proportional to the number of awkward questions which can be asked at the end." PowerPoint has superseded the carousel era, when presentations were severely limited by the number of slots in the slide carousel and the risk of dropping the lot seconds before your talk. Plagiarism laws do not apply to PowerPoint, so cartoons of marginal relevance but high entertainment value can be downloaded and shown at suitable intervals to maintain audience mirth while minimising critical capacity. Research has shown that the ideal cartoon:data ratio is 5:1. The seasoned PowerPoint artist or PowerPointilliste has refined the presentation into a son-et-lumiere extravaganza, in which scattered dots and luminescent clumps of meaningless datasets hurtle on to the screen from all points of the compass, to the strident strains of Handel's Fireworks Music, building inexorably to a Fantasia-style Sorcerer's Apprentice climax. This fulfils an important s

* supporting learning through design experiences * helping youth build on their own interests * creating an emergent learning community, and * working always in a climate of trust and respect.

"Hack, play, learn A hack is a tiny, often throwaway, rapid prototype. It's a way of demonstrating the very first part of an idea in a short space of time. I build each one to test how I think something could or should work... Always done at speed, always done with passion, always to scratch an itch and always best if there's some humour or novelty involved."

Building strength through positivity (See other webpages for courses, network, etc.)

Caveat: written by Jonah Lehrer, whose star has fallen since it was shown that he recycled his own previous writing without noting it and he quoted people who other people, not him, had interviewed. Messages: K. Sawyer -- "Decades of research have consistently shown that brainstorming groups [who were told not to criticize anything proposed] think of far fewer ideas than the same number of people who work alone and later pool their ideas." Research by Nemeth -- Groups told that "most studies suggest that you should debate and even criticize each other's ideas" produced more ideas together and then subsequently on their own. Research by Uzzi -- (Lehrer's words) "The best Broadway shows were produced by networks with an intermediate level of social intimacy." Lehrer's take-home message -- "The fatal misconception behind brainstorming is that there is a particular script we should all follow in group interactions. The lesson of Building 20 is that when the composition of the group is right-enough people with different perspectives running into one another in unpredictable ways-the group dynamic will take care of itself. All these errant discussions add up."

"We still need more tool-building but there is much benefit in putting the remarkable tools we now have to work. So we will have a better understanding of both animal model brains, but to me very importantly, the human brain that makes discoveries relevant to disease actionable. And also advances basic neuroscience. We've been focusing on brain disease but in the end basic science is the well from which everything comes, and we should not forget it. But that said, understanding all the different cells, understanding how they're wired together, understanding the language of neurons - that is, when they fire, what are they saying to each other? Understanding how this information integrates. Understanding how activity spreads in the brain and how it's decoded is much more than a 10-year project. But I think a focused push like this could lead to a platform of ideas, of tools, of testable hypotheses, of new observations, that could power both basic neuroscience and translational neuroscience interested in disease and therapeutics."

"To become exceptional you have to put in a lot of hours, but of equal importance, these hours have to be dedicated to the right type of work. A decade of serious chess playing will earn you an intermediate tournament ranking. But a decade of serious study of chess games can make you a grandmaster."