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Aware planned to sell the four-disc DVD box set of the EGM only to its 600 members, as an official record of the event. But its executive director Corinna Lim, 45, said an MDA official contacted her 'a few days' after news of the $100-per-set DVDs broke last October, to ask if Aware had a distribution licence. Ms Lim, a former corporate lawyer, said Aware has appealed against the need for one. She argued that the licensing requirement applies to businesses, not non-profit organisations.

Section 6 of the Films Act states that a person must have a valid licence in order to 'carry on any business, whether or not the business is carried on for profit, of importing, making, distributing or exhibiting films'.

'I really take the view that we are not obliged to have a licence, and if they make us have a licence, they would be setting a terrible precedent for Singapore. 'That means any organisation that wants to distribute to your shareholders or just your members would need a licence.' She noted that recordings of the EGM were online, such as on video-sharing site YouTube.

But MDA director of customer services and operations Pam Hu told The Straits Times yesterday that the MDA has required some religious and arts groups - and not just businesses - to possess the distribution licence. Ms Hu added, however, that the MDA is reviewing Aware's appeal and would notify the group of the outcome shortly.

On the M18 rating, she said this is because the DVDs 'feature discussion of homosexuality and Aware's sexuality programme, which stirs up strong emotion among the members'. 'This contributed to the M18 rating as it requires maturity to understand the issues discussed and not be carried away by the emotive passion of the meeting.'

Observers were divided on how to interpret the law. Singapore Management University assistant law professor Eugene Tan said the language of the law does not limit its reach and thus could apply to Aware. But Professor Ang Peng Hwa, of Nanyang Technological University's Wee Kim Wee School of Communication and Information, said Aware should not need a licence as it does not distribute films in its normal course of work. 'If it needs to have a licence, that means any company that does a corporate video will also need (one). MDA will be flooded with licensing (applications),' he said.

If ideas of democracy and freedom emerged at the end of the printing-press era, it wasn’t by some technological logic but because of parallel inventions, like the ideas of limited government and religious tolerance, very hard won from history.

As Andrew Pettegree shows in his fine new study, “The Book in the Renaissance,” the mainstay of the printing revolution in seventeenth-century Europe was not dissident pamphlets but royal edicts, printed by the thousand: almost all the new media of that day were working, in essence, for kinglouis.gov.

Even later, full-fledged totalitarian societies didn’t burn books. They burned some books, while keeping the printing presses running off such quantities that by the mid-fifties Stalin was said to have more books in print than Agatha Christie.

Many of the more knowing Never-Betters turn for cheer not to messy history and mixed-up politics but to psychology—to the actual expansion of our minds.

The argument, advanced in Andy Clark’s “Supersizing the Mind” and in Robert K. Logan’s “The Sixth Language,” begins with the claim that cognition is not a little processing program that takes place inside your head, Robby the Robot style. It is a constant flow of information, memory, plans, and physical movements, in which as much thinking goes on out there as in here. If television produced the global village, the Internet produces the global psyche: everyone keyed in like a neuron, so that to the eyes of a watching Martian we are really part of a single planetary brain. Contraptions don’t change consciousness; contraptions are part of consciousness. We may not act better than we used to, but we sure think differently than we did.

Cognitive entanglement, after all, is the rule of life. My memories and my wife’s intermingle. When I can’t recall a name or a date, I don’t look it up; I just ask her. Our machines, in this way, become our substitute spouses and plug-in companions.

But, if cognitive entanglement exists, so does cognitive exasperation. Husbands and wives deny each other’s memories as much as they depend on them. That’s fine until it really counts (say, in divorce court). In a practical, immediate way, one sees the limits of the so-called “extended mind” clearly in the mob-made Wikipedia, the perfect product of that new vast, supersized cognition: when there’s easy agreement, it’s fine, and when there’s widespread disagreement on values or facts, as with, say, the origins of capitalism, it’s fine, too; you get both sides. The trouble comes when one side is right and the other side is wrong and doesn’t know it. The Shakespeare authorship page and the Shroud of Turin page are scenes of constant conflict and are packed with unreliable information. Creationists crowd cyberspace every bit as effectively as evolutionists, and extend their minds just as fully. Our trouble is not the over-all absence of smartness but the intractable power of pure stupidity, and no machine, or mind, seems extended enough to cure that.

Nicholas Carr, in “The Shallows,” William Powers, in “Hamlet’s BlackBerry,” and Sherry Turkle, in “Alone Together,” all bear intimate witness to a sense that the newfound land, the ever-present BlackBerry-and-instant-message world, is one whose price, paid in frayed nerves and lost reading hours and broken attention, is hardly worth the gains it gives us. “The medium does matter,” Carr has written. “As a technology, a book focuses our attention, isolates us from the myriad distractions that fill our everyday lives. A networked computer does precisely the opposite. It is designed to scatter our attention. . . . Knowing that the depth of our thought is tied directly to the intensity of our attentiveness, it’s hard not to conclude that as we adapt to the intellectual environment of the Net our thinking becomes shallower.

Carr is most concerned about the way the Internet breaks down our capacity for reflective thought.

Powers’s reflections are more family-centered and practical. He recounts, very touchingly, stories of family life broken up by the eternal consultation of smartphones and computer monitors

He then surveys seven Wise Men—Plato, Thoreau, Seneca, the usual gang—who have something to tell us about solitude and the virtues of inner space, all of it sound enough, though he tends to overlook the significant point that these worthies were not entirely in favor of the kinds of liberties that we now take for granted and that made the new dispensation possible.

Similarly, Nicholas Carr cites Martin Heidegger for having seen, in the mid-fifties, that new technologies would break the meditational space on which Western wisdoms depend. Since Heidegger had not long before walked straight out of his own meditational space into the arms of the Nazis, it’s hard to have much nostalgia for this version of the past. One feels the same doubts when Sherry Turkle, in “Alone Together,” her touching plaint about the destruction of the old intimacy-reading culture by the new remote-connection-Internet culture, cites studies that show a dramatic decline in empathy among college students, who apparently are “far less likely to say that it is valuable to put oneself in the place of others or to try and understand their feelings.” What is to be done?

Among Ever-Wasers, the Harvard historian Ann Blair may be the most ambitious. In her book “Too Much to Know: Managing Scholarly Information Before the Modern Age,” she makes the case that what we’re going through is like what others went through a very long while ago. Against the cartoon history of Shirky or Tooby, Blair argues that the sense of “information overload” was not the consequence of Gutenberg but already in place before printing began. She wants us to resist “trying to reduce the complex causal nexus behind the transition from Renaissance to Enlightenment to the impact of a technology or any particular set of ideas.” Anyway, the crucial revolution was not of print but of paper: “During the later Middle Ages a staggering growth in the production of manuscripts, facilitated by the use of paper, accompanied a great expansion of readers outside the monastic and scholastic contexts.” For that matter, our minds were altered less by books than by index slips. Activities that seem quite twenty-first century, she shows, began when people cut and pasted from one manuscript to another; made aggregated news in compendiums; passed around précis. “Early modern finding devices” were forced into existence: lists of authorities, lists of headings.

Everyone complained about what the new information technologies were doing to our minds. Everyone said that the flood of books produced a restless, fractured attention. Everyone complained that pamphlets and poems were breaking kids’ ability to concentrate, that big good handmade books were ignored, swept aside by printed works that, as Erasmus said, “are foolish, ignorant, malignant, libelous, mad.” The reader consulting a card catalogue in a library was living a revolution as momentous, and as disorienting, as our own.

The book index was the search engine of its era, and needed to be explained at length to puzzled researchers

That uniquely evil and necessary thing the comprehensive review of many different books on a related subject, with the necessary oversimplification of their ideas that it demanded, was already around in 1500, and already being accused of missing all the points. In the period when many of the big, classic books that we no longer have time to read were being written, the general complaint was that there wasn’t enough time to read big, classic books.

at any given moment, our most complicated machine will be taken as a model of human intelligence, and whatever media kids favor will be identified as the cause of our stupidity. When there were automatic looms, the mind was like an automatic loom; and, since young people in the loom period liked novels, it was the cheap novel that was degrading our minds. When there were telephone exchanges, the mind was like a telephone exchange, and, in the same period, since the nickelodeon reigned, moving pictures were making us dumb. When mainframe computers arrived and television was what kids liked, the mind was like a mainframe and television was the engine of our idiocy. Some machine is always showing us Mind; some entertainment derived from the machine is always showing us Non-Mind.

This wasn’t the case everywhere. Germany’s standards agency, established in 1887, was busy setting rules for everything from the content of dyes to the process for making porcelain; other European countries soon followed suit. Higher-quality products, in turn, helped the growth in Germany’s trade exceed that of the United States in the 1890s. America finally got its act together in 1894, when Congress standardized the meaning of what are today common scientific measures, including the ohm, the volt, the watt and the henry, in line with international metrics. And, in 1901, the United States became the last major economic power to establish an agency to set technological standards. The result was a boom in product innovation in all aspects of life during the 20th century. Today we can go to our hardware store and choose from hundreds of light bulbs that all conform to government-mandated quality and performance standards.

Technological standards not only promote innovation — they also can help protect one country’s industries from falling behind those of other countries. Today China, India and other rapidly growing nations are adopting standards that speed the deployment of new technologies. Without similar requirements to manufacture more technologically advanced products, American companies risk seeing the overseas markets for their products shrink while innovative goods from other countries flood the domestic market. To prevent that from happening, America needs not only to continue developing standards, but also to devise a strategy to apply them consistently and quickly.

The best approach would be to borrow from Japan, whose Top Runner program sets energy-efficiency standards by identifying technological leaders in a particular industry — say, washing machines — and mandating that the rest of the industry keep up. As technologies improve, the standards change as well, enabling a virtuous cycle of improvement. At the same time, the government should work with businesses to devise multidimensional standards, so that consumers don’t balk at products because they sacrifice, say, brightness and cost for energy efficiency.

This is not to say that innovation doesn’t bring disruption, and American policymakers can’t ignore the jobs that are lost when government standards sweep older technologies into the dustbin of history. An effective way forward on light bulbs, then, would be to apply standards only to those manufacturers that produce or import in large volume. Meanwhile, smaller, legacy light-bulb producers could remain, cushioning the blow to workers and meeting consumer demand.

Technologies and the standards that guide their deployment have revolutionized American society. They’ve been so successful, in fact, that the role of government has become invisible — so much so that even members of Congress should be excused for believing the government has no business mandating your choice of light bulbs.

3. Collaboration at scale Across many economies, the number of people who undertake knowledge work has grown much more quickly than the number of production or transactions workers. Knowledge workers typically are paid more than others, so increasing their productivity is critical. As a result, there is broad interest in collaboration technologies that promise to improve these workers' efficiency and effectiveness. While the body of knowledge around the best use of such technologies is still developing, a number of companies have conducted experiments, as we see in the rapid growth rates of video and Web conferencing, expected to top 20 per cent annually during the next few years.

4. The growing ‘Internet of Things' The adoption of RFID (radio-frequency identification) and related technologies was the basis of a trend we first recognised as "expanding the frontiers of automation." But these methods are rudimentary compared with what emerges when assets themselves become elements of an information system, with the ability to capture, compute, communicate, and collaborate around information—something that has come to be known as the "Internet of Things." Embedded with sensors, actuators, and communications capabilities, such objects will soon be able to absorb and transmit information on a massive scale and, in some cases, to adapt and react to changes in the environment automatically. These "smart" assets can make processes more efficient, give products new capabilities, and spark novel business models. Auto insurers in Europe and the United States are testing these waters with offers to install sensors in customers' vehicles. The result is new pricing models that base charges for risk on driving behavior rather than on a driver's demographic characteristics. Luxury-auto manufacturers are equipping vehicles with networked sensors that can automatically take evasive action when accidents are about to happen. In medicine, sensors embedded in or worn by patients continuously report changes in health conditions to physicians, who can adjust treatments when necessary. Sensors in manufacturing lines for products as diverse as computer chips and pulp and paper take detailed readings on process conditions and automatically make adjustments to reduce waste, downtime, and costly human interventions.

5. Experimentation and big data Could the enterprise become a full-time laboratory? What if you could analyse every transaction, capture insights from every customer interaction, and didn't have to wait for months to get data from the field? What if…? Data are flooding in at rates never seen before—doubling every 18 months—as a result of greater access to customer data from public, proprietary, and purchased sources, as well as new information gathered from Web communities and newly deployed smart assets. These trends are broadly known as "big data." Technology for capturing and analysing information is widely available at ever-lower price points. But many companies are taking data use to new levels, using IT to support rigorous, constant business experimentation that guides decisions and to test new products, business models, and innovations in customer experience. In some cases, the new approaches help companies make decisions in real time. This trend has the potential to drive a radical transformation in research, innovation, and marketing.

Using experimentation and big data as essential components of management decision making requires new capabilities, as well as organisational and cultural change. Most companies are far from accessing all the available data. Some haven't even mastered the technologies needed to capture and analyse the valuable information they can access. More commonly, they don't have the right talent and processes to design experiments and extract business value from big data, which require changes in the way many executives now make decisions: trusting instincts and experience over experimentation and rigorous analysis. To get managers at all echelons to accept the value of experimentation, senior leaders must buy into a "test and learn" mind-set and then serve as role models for their teams.

6. Wiring for a sustainable world Even as regulatory frameworks continue to evolve, environmental stewardship and sustainability clearly are C-level agenda topics. What's more, sustainability is fast becoming an important corporate-performance metric—one that stakeholders, outside influencers, and even financial markets have begun to track. Information technology plays a dual role in this debate: it is both a significant source of environmental emissions and a key enabler of many strategies to mitigate environmental damage. At present, information technology's share of the world's environmental footprint is growing because of the ever-increasing demand for IT capacity and services. Electricity produced to power the world's data centers generates greenhouse gases on the scale of countries such as Argentina or the Netherlands, and these emissions could increase fourfold by 2020. McKinsey research has shown, however, that the use of IT in areas such as smart power grids, efficient buildings, and better logistics planning could eliminate five times the carbon emissions that the IT industry produces.

7. Imagining anything as a service Technology now enables companies to monitor, measure, customise, and bill for asset use at a much more fine-grained level than ever before. Asset owners can therefore create services around what have traditionally been sold as products. Business-to-business (B2B) customers like these service offerings because they allow companies to purchase units of a service and to account for them as a variable cost rather than undertake large capital investments. Consumers also like this "paying only for what you use" model, which helps them avoid large expenditures, as well as the hassles of buying and maintaining a product.

In the IT industry, the growth of "cloud computing" (accessing computer resources provided through networks rather than running software or storing data on a local computer) exemplifies this shift. Consumer acceptance of Web-based cloud services for everything from e-mail to video is of course becoming universal, and companies are following suit. Software as a service (SaaS), which enables organisations to access services such as customer relationship management, is growing at a 17 per cent annual rate. The biotechnology company Genentech, for example, uses Google Apps for e-mail and to create documents and spreadsheets, bypassing capital investments in servers and software licenses. This development has created a wave of computing capabilities delivered as a service, including infrastructure, platform, applications, and content. And vendors are competing, with innovation and new business models, to match the needs of different customers.

8. The age of the multisided business model Multisided business models create value through interactions among multiple players rather than traditional one-on-one transactions or information exchanges. In the media industry, advertising is a classic example of how these models work. Newspapers, magasines, and television stations offer content to their audiences while generating a significant portion of their revenues from third parties: advertisers. Other revenue, often through subscriptions, comes directly from consumers. More recently, this advertising-supported model has proliferated on the Internet, underwriting Web content sites, as well as services such as search and e-mail (see trend number seven, "Imagining anything as a service," earlier in this article). It is now spreading to new markets, such as enterprise software: Spiceworks offers IT-management applications to 950,000 users at no cost, while it collects advertising from B2B companies that want access to IT professionals.

9. Innovating from the bottom of the pyramid The adoption of technology is a global phenomenon, and the intensity of its usage is particularly impressive in emerging markets. Our research has shown that disruptive business models arise when technology combines with extreme market conditions, such as customer demand for very low price points, poor infrastructure, hard-to-access suppliers, and low cost curves for talent. With an economic recovery beginning to take hold in some parts of the world, high rates of growth have resumed in many developing nations, and we're seeing companies built around the new models emerging as global players. Many multinationals, meanwhile, are only starting to think about developing markets as wellsprings of technology-enabled innovation rather than as traditional manufacturing hubs.

10. Producing public good on the grid The role of governments in shaping global economic policy will expand in coming years. Technology will be an important factor in this evolution by facilitating the creation of new types of public goods while helping to manage them more effectively. This last trend is broad in scope and draws upon many of the other trends described above.

Jeffrey Sachs, an advisor to the United Nations and director of Columbia University's Earth Institute, is one such expert. In books and countless speeches and television appearances, he has argued that poor countries are poor because they are hot, infertile, malaria-infested, and often landlocked; these factors, however, make it hard for them to be productive without an initial large investment to help them deal with such endemic problems. But they cannot pay for the investments precisely because they are poor -- they are in what economists call a "poverty trap." Until something is done about these problems, neither free markets nor democracy will do very much for them.

But then there are others, equally vocal, who believe that all of Sachs's answers are wrong. William Easterly, who battles Sachs from New York University at the other end of Manhattan, has become one of the most influential aid critics in his books, The Elusive Quest for Growth and The White Man's Burden. Dambisa Moyo, an economist who worked at Goldman Sachs and the World Bank, has joined her voice to Easterly's with her recent book, Dead Aid. Both argue that aid does more bad than good. It prevents people from searching for their own solutions, while corrupting and undermining local institutions and creating a self-perpetuating lobby of aid agencies.

The best bet for poor countries, they argue, is to rely on one simple idea: When markets are free and the incentives are right, people can find ways to solve their problems. They do not need handouts from foreigners or their own governments.

According to Easterly, there is no such thing as a poverty trap.

To find out whether there are in fact poverty traps, and, if so, where they are and how to help the poor get out of them, we need to better understand the concrete problems they face. Some aid programs help more than others, but which ones? Finding out required us to step out of the office and look more carefully at the world. In 2003, we founded what became the Abdul Latif Jameel Poverty Action Lab, or J-PAL. A key part of our mission is to research by using randomized control trials -- similar to experiments used in medicine to test the effectiveness of a drug -- to understand what works and what doesn't in the real-world fight against poverty. In practical terms, that meant we'd have to start understanding how the poor really live their lives.