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Jean-François Noubel

Working with e-prime: some practical notes - 0 views

www.asiteaboutnothing.net/pdf_workingwitheprime.pdf

e-prime invisible architectures language ontology

shared by Jean-François Noubel on 28 Oct 12 - No Cached
  • Jean-François Noubel on 28 Oct 12
     
    "To achieve adjustment and sanity and the conditions that follow from them, we must study the structural characteristics of this world first and, then only, build languages of similar structure, instead of habitually ascribing to the world the primitive structure of our language." Alfred Korzybski, Science and Sanity.
Ferananda Ibarra

'Everything flows' turns out to be more than poetic - GigaOM Pro - 0 views

pro.gigaom.com/...rns-out-to-be-more-than-poetic

flow

shared by Ferananda Ibarra on 23 Mar 13 - No Cached
  • Everything that moves, whether animate or inanimate, is a flow system. All flow systems generate shape and structure in time in order to facilitate this movement across a landscape filled with resistance (for example, friction). The designs we see in nature are not the result of chance. They arise naturally, spontaneously, because they enhance access to flow in time.
  • Ferananda Ibarra on 23 Mar 13
     
    Everything that moves, whether animate or inanimate, is a flow system. All flow systems generate shape and structure in time in order to facilitate this movement across a landscape filled with resistance (for example, friction). The designs we see in nature are not the result of chance.
Ferananda Ibarra

OrgOrgChart: The Dynamic Organization of an Organization - information aesthetics - 0 views

infosthetics.com/...zation_of_an_organization.html

organiztion chart visualization

shared by Ferananda Ibarra on 15 Dec 12 - No Cached
  • Ferananda Ibarra on 15 Dec 12
     
    Beautiful animation about how an organization evolves in time. Difficult to read the right meaning yet powerful in showing the networked part and if you really pay attention the power structure. Networked yet no holopticism
Ferananda Ibarra

Why Valve? Or, what do we need corporations for and how does Valve's management structu... - 0 views

blogs.valvesoftware.com/...it-into-todays-corporate-world

organizational development management right-placement

shared by Ferananda Ibarra on 03 May 13 - No Cached
  • Ferananda Ibarra on 03 May 13
     
    Valve's management model; one in which there are no bosses, no delegation, no commands, no attempt by anyone to tell someone what to do. Can useful lessons be drawn about not only Valve's inner workings but, importantly, regarding the future of the corporate world?
Ferananda Ibarra

Stigmergy - P2P Foundation - 0 views

p2pfoundation.net/Stigmergy

stimergy collective intelligence

shared by Ferananda Ibarra on 22 Mar 13 - Cached
  • That collaboration is inherently composed of two primary components—social negotiation and creative output
  • By simply being in the presence of other humans one can collaborate without having any regard for or knowledge of the process’s existence. However, even if it is unconscious, social negotiation (the delineation and identification of personal boundaries, interests, stakes, objectives, etc.) must take place as the result of the communication required by collaboration.
  • Another caveat to the second primary component, creative output, is that the output may take the form of an ongoing process instead of a final conclusion.
  • ...9 more annotations...
  • In his article [1], Mark Elliot, says that small groups depend on negotiation and social mediation, but that such energy-intensive endeavours would be counterproductive for large-scale collaboration projects such as Wikipedia and Open Source projects.
  • Mark Elliot further insists that such stigmergic collaboration is distinct from co-authorship:
  • "From the perspective of individual sites of work within a stigmergic collaboration (effectively Web pages in the context of a wiki), the activity may appear to be identical to that of co-authoring—with the exception that the process is augmented by a few key elements. The most prominent of these elements is the aforementioned lack of discourse required to initiate and partake in collaboration. The use of stigmergic communication to sidestep social negotiation effectively fast-tracks the creative gestation period, removes social boundaries and as a consequence lowers the ‘costs’ of contribution by eliminating the need to become acquainted with and maintain relationships with fellow contributors.
  • Key thesis: "A new system of governance or collaboration that does not follow a competitive hierarchical model will need to employ stigmergy in most of its action based systems. I
  • "Stigmergy is a mechanism of indirect coordination between agents or actions. The principle is that the trace left in the environment by an action stimulates the performance of a next action, by the same or a different agent. In that way, subsequent actions tend to reinforce and build on each other, leading to the spontaneous emergence of coherent, apparently systematic activity. Stigmergy is a form of self-organization. It produces complex, seemingly intelligent structures, without need for any planning, control, or even direct communication between the agents. – Wikipedia
  • Stigmergy is neither competitive nor traditionally collaborative.
  • With stigmergy, an initial idea is freely given, and the project is driven by the idea, not by a personality or group of personalities. No individual needs permission (competitive) or consensus (cooperative) to propose an idea or initiate a project. There is no need to discuss or vote on the idea, if an idea is exciting or necessary it will attract interest. The interest attracted will be from people actively involved in the system and willing to put effort into carrying the project further, not empty votes from people with little interest or involvement. Since the project is supported or rejected based on contributed effort, not empty votes, input from people with more commitment to the idea will have greater weight. Stigmergy also puts individuals in control over their own work, they do not need group permission to tell them what system to work on or what part to contribute.
  • The person with the initial idea may or may not carry the task further. Evangelizing the idea is voluntary, by a group that is excited by the idea; they may or may not be the ones to carry it out. It is unnecessary to seek start up funding and supporters; if an idea is good it will receive the support required.
  • Stigmergy provides little scope for agent provocateurs as only the needs of the system are considered. Anyone working against the system’s functionality is much easier to see and prevent than someone blocking progress with endless discussion and creation of personality conflicts. Because the system is owned by all, there is also no one leader to target."
  • Ferananda Ibarra on 22 Mar 13
     
    "Stigmergy is a term used in biology (from the work of french biologist Pierre-Paul Grasse) to describe environmental mechanisms for coordinating the work of independent actors (for example, ants use pheromones to create trails and people use weblog links to establish information paths, for others to follow). The term is derived from the greek words stigma ("sign") and ergon ("to act"). Stigmergy can be used as a mechanism to understand underlying patterns in swarming activity." (Global Guerilla weblog)
Jean-François Noubel

Conceptual Framework for Online Identity Roles « emergent by design - 0 views

emergentbydesign.com/...work-for-online-identity-roles

Socialmedia roles

shared by Jean-François Noubel on 12 Aug 11 - Cached
  • Activators are the catalysts of transformational change, manifesting new ideas. traits: evolutionary creativity, novelty, experimentation, innovation, freedom, divergence Pathfinders give meaning to information, illuminating a new direction to pursue. traits: clarity, vision, inspiration, foresight, intuition Facilitators create conditions for information to flow smoothly. traits: coordination, positioning, reconfiguration Enhancers add perspective and insight to what is already known. traits: growth, resonance, supplementation Connectors bridge structural holes and forge new pathways between information. traits: adaptation, learning, unification Propagators build momentum and accelerate the spread of information. traits: mobilization, persuasion, diffusion Amplifiers direct attention and awareness to information of potential value. traits: evaluation, recognition of opportunity/risk, discernment Assimilators show how information is implemented. traits: synthesis, integration Stabilizers maintain equilibrium and balance. traits: sustainability, conservation Disruptors draw attention to chaos and uncertainty, highlighting the potential for new growth. traits: dissonance, entropy, degradation <cycle repeats> Observers & Scribes Archivists, Spectators, Analysts, Advocates, Critics
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