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Thursday, Feb. 15, 2007
Getting Rich off Those Who Work for Free
By Justin Fox
"The question for the past decade was, Is this real?" says Yale law professor Yochai Benkler. "The question for the next half-decade is, How do you make this damned thing work?" Benkler is a leading prophet of today's gift economy
he proposed in his 1902 book, Mutual Aid: A Factor of Evolution, that the survival of animal species and much of human progress depended on the tendency to help others.
Open-source, volunteer-created computer software like the Linux operating system and the Firefox Web browser have also established themselves as significant and lasting economic realities.
That's not true yet in the worlds of science, news and entertainment: we're still figuring out what the role of volunteers will be, but that it will be much bigger than in the past seems obvious.
It might seem very odd to look to a long-dead Russian anarchist for business advice. But Peter Kropotkin's big idea--that there are important human motivations beyond what he called "reckless individualism"--is very relevant these days. That's because one of the most interesting questions in business has become how much work people will do for free.
ut neither does Benkler dream of a world without capitalism. Instead, he has become an unlikely business guru, with a shop at the intersection of Commerce and Cooperation.
Take the case Benkler makes in his 2006 book, The Wealth of Networks (available, free, at www.benkler.org) for the economic benefits of "peer production" of software and other information products
Peer production by people who donate small or large quantities of their time and expertise isn't necessarily great at generating the original and the unique, but it's very good for improving existing products (like software) and bringing together dispersed information (Wikipedia). Often better, in Benkler's telling, than corporations armed with copyright and patent laws.
Clever entrepreneurs and even established companies can profit from this volunteerism--but only if they don't get too greedy. The key, Benkler says, is "managing the marriage of money and nonmoney without making nonmoney feel like a sucker."
In other fields, it's not so clear. In a critique of Benkler's work last summer, business writer Nicholas Carr speculated that Web 2.0 media sites like Digg, Flickr and YouTube are able to rely on volunteer contributions simply because a market has yet to emerge to price this "new kind of labor." He and Benkler then entered into what has come to be widely known in Web circles as the "Carr-Benkler wager": a bet on whether, by 2011, such sites will be driven primarily by volunteers or by professionals.
I’d like to point a finger at the font downloads. Loads of applications on windows (an therefore wine) depend on the corefonts. These fonts are not part of wine and can’t be packed together with wine because of different licenses. So if You had apps, showing only symbols and garbage, this is for You
The challenge I have been running into is convincing CTOs, CIOs and CKOs that there are network effects. These people have invested heavily in pre-Web 2.0 "knowledge management" solutions. They view blogs and wikis as a threat to the possible success of their existing investments. They fail to realize that adding a wider range of productivity tools to the Intranet will add value to existing tools, rather than take away from them.Do you have any suggestions on how to communicate this.
A short answer to your question is that in such cases an appeal to corporate competitiveness might make the most sense. Enterprise Web 2.0 (or to use the emerging enterprise 2.0 tag) evangelists such as Andrew McAfee and Dion Hinchcliffe are always on the lookout for corporate success stories to publicize. I'd pay close attention to what they have to say. Often in public presentations they are challenged by corporate audiences to "prove that this stuff works." They always like to point to public examples -- when they can -- in order to rise above the hype. Being able to point out that a comparable or competitive company "is doing X already - why aren't we?" can be a powerful motivator.
As a cost-conscious consultant I would first want to know whether the existing knowledge management system can be augmented with newer collaboration, social networking, and relationship management features in order to extend the investments in infrastructure that have already been made.
In other words, what you often find about knowledge management systems built around content storage and retrieval (besides the fact that thay can be a challenge to maintain) is that their impacts may also be felt to a great extent in terms of how they contribute to communication and collaboration in relation to the content of the media they control.
centralize expertise, we're trying to make it possible to reach someone who knows something, no matter where in the company he or she is, regardless of whom he or she reports to.
When a staff member is assigned to a project, the project can have its own blog or wiki.
Integration of email based communication with the system and incorporation of tagging will also allow for email based intelligence to be added to the overall mix of retrievable information. For example, emails tagged with the term "Green Widgets"
This is exactly what I mean about loose, easy to use annotations then adding a lot of value in the enterprise cloud, without anyone really trying too hard or learning anything new. OL buttons, Tag field, etc. very easy
For network effects to occur, enough people, processes, and projects need to be covered by the systems, and the systems need to work together so that, for example, islands of incompatible email systems aren't created.
Great table which shows the differences between coordination, cooperation and collaboration. The same definitions show up in WikiPedia under Collaboration. Not sure which came first.
XMPP client for real-time collaborative whiteboarding. Whiteboard menu | Instant Messaging… presents the Pedro XMPP client. With such clients, multiple users of Inkscape can collaborate in Jabber instant messaging/chat environments. This feature originated from the 2005 inclusion of Inkboard.
For users of Mac OS X who find that Inkscape.app lacks the Whiteboard menu, a more inclusive compilation may be gained… (details submitted to the Wikipedia page for Inkscape).
the feeling is always true no matter what makes we feel that way.
Metaphors become real when we act as if they are real – whether or not we intellectually "believe" they are real.
But is simulated sex real? Is the metaphoric rape of one artificial avatar by another avatar in a virtual world, virtual or real? Is it a real assault, a real crime? This was the famous question posed by a real legal case about an online game.
"If you respond as if it were real, then it is Presence."
eliciting real behavior from the metaphor.
We are heading into a domain where we create things "as if" they are something else, in imitation of them. Then we improve and deepen the fake with layers of more "as if" until it actually become something else. Our creations go from "as if" to "is."
adding more layers of meaning and realism, until metaphor slowly passes whatever invisible barrier lies between the real and fake
see human society as the dominant superorganism on the planet, consuming resources and growing.
the world looks "as if" it has a global brain.
We currently view it as "our" brain, our collective brain, and that is how we act towards it
One of the ways we will know when a thing has passed from "as-if to is" is when it earns unalloyed love from humans.
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