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Rainier , director of the Pew Internet & American Life Project, looks ahead and makes a lengthy prediction of where we’re headed via the internet. As tempting as it was to clip the whole thing, I’ve resisted which means you will want to follow the link to read the article.

Themes:Cognitive capacities will shift (memorization)New literacies will be required. Fourth “R” is retrieval… “extreme Googlers”Tech isn’t the problem; people’s inherent character traits is the issuePerformance of information markets is a big unknown especially in the age of social media and junk information … Google will improve.Innovation ecosystem will change so radically (bandwidth/processing) that it’s hard to forecastBasic trends are evident — “the internet of things” and “sensors” and “mobile” and “location-based services” and “3D” and “speech recognition” and “translation systems”Law/regulations to protect privacy even though more disclosure required“Workarounds” to provide a measure of anonymityConfidentiality and autonomy will replace yearning for anonymityRise of social media is as much a challenge to anonymity as authentication requirements. Reputation management and information responsibility will emerge. Significantly more responsive govt, biz, NFP (71%/72%) v (26/26) [responses - anonymous, not-anonymous] Tide too strong to resist – pressure for transparency is powerfulData wil be the platform for changeEfficiency and responsiveness aren’t the same thingWe’re reading and writing more than our parents – participation breeds engagementNature of writing has changed (public). Quality will get better due to feedback and flamersReading and writing will be different in 10 years; screen literacy will become importantRead more at wiredpen.com

The world of work for knowledge and information workers has seen enormous shifts over the past decade, and it is something that impacts a disproportionate number of entrepreneurs.  According to the 2006 US Census, 49% of US businesses were based out of the home.  While these ranks used to be dominated by the trades (e.g. construction, electricians, plumbers, etc.), advances in technology have swelled the ranks of the home-based knowledge worker (e.g. consultants, web designers, developers, writers, etc.).This creates a whole new set of challenges when it comes to getting work done.  Because information-based work is almost never done in a vacuum, most of us work in teams.  And a large percentage of those teams can go weeks — if ever — without seeing each other face-to-face.  Making this work well sounds like it should be easy given all of today’s technology: email, Skype, ooVoo, Twitter, etc.  But, as usual, the issue that requires the most management is not the technology, it’s the people.This creates a whole new set of challenges when it comes to getting work done.  Because information-based work is almost never done in a vacuum, most of us work in teams.  And a large percentage of those teams can go weeks — if ever — without seeing each other face-to-face.  Making this work well sounds like it should be easy given all of

today’s technology: email, Skype, ooVoo, Twitter, etc.  But, as usual, the issue that requires the most management is not the technology, it’s the people.Becky McCray of SmallBizSurvival recently posted an article on MyVenturePad discussing this very thing.  In “6 Tips for managing a distributed workforce,” she discussed several valuable tips in successfully leading a team that is all working remotely (presumably from their homes).  In addition to some of her great tips — ranging from reading The One Minute Manager to explicitly declaring the weekend off — here are a couple more items that I’ve recently been reminded are critical to the success of a virtual team.Clarifying priorities.Rules of engagement.

Roles and responsibilities.Talk through assumptions.Ask, Then DecideRead more at www.workingpoint.com 

Use your meetings for decision making and exchange of ideas rather than routine updates. Instead, email or post the updates ahead of time so people can read through them prior to the meetingMeetings should be no longer than 90 minutes.  If meetings are longer than 90 minutes offer your team members a 10 minute breakBe realistic about how many agenda items can be covered in a meetingAt the end of each meeting discuss what worked, what did not work, what could be improvedIf possible, rotate roles-scribe, timekeeper and facilitatorHave multiple presenters. The change of voice and pitch can help keep people engagedAgree to start and end on timeRead more at virtualteambuilders.wordpress.com

The Meaning of Being There is Related to a Specific Activation in the Brain Located in the Parahypocampus

Social Presence in Virtual World Surveys

“I’m Always Touched by Your Presence, Dear”: Combining Mediated Social Touch with Morphologically Correct Visual Feedback

While the focus of this post is not specifically Apple or the iPad, it’s almost impossible to talk about successful mobile strategies without recognizing that the iPad has created a transitional moment for the Learning & Development world. The reasons why have been the subject of countless blog posts, but I think DreamWorks founder Jeffrey Katzenberg, in this video from TechCrunch, says it best:

“[The iPad] it’s the first device that actually is a reflection of me – or us. It’s so revolutionary that it’s no longer about me adapting myself to somebody else’s set of programmings or the way in which a device is going to engage. It is the reverse. It is as though I’m looking in a mirror.”

While it took the iPad to make learner-controlled content a reality, this level of flexibility is now the gold standard for delivery to any device, be it tablets, smart phones or any number of performance support devices.

Paul Bradshaw, visiting professor, City University and founder of helpmeinvestigate.com used the principal of toys to give ideas on developing the data story and explained the importance of  “future proofing the information we are gathering”, saying “that’s one of the big commercial imperatives”.

Conrad Quilty-Harper, data mapping reporter at the Telegraph, explained how creating maps adds to a story by using the example of a map on bike sharing schemes he created (though did not publish) using “Google Fusion Tables and a bit of javascript”. He recommends Google Maps and says the trailblazer of a news site using Google Fusion tables is the Texas Tribune.

My proudest example” was a live interactive Royal Wedding map which “worked brilliantly for three hours”. It showed some of the best tweets and were geolocated on the map. “We’ve got the data and we’re going to analyse it and do something with it in the future,” he said. “It tells you what people in specific locations were thinking”. The Telegraph would like to use the technology in a crisis news story, such as an earthquake or conflict.

Customer support rules are rapidly changing, as unprecedented numbers of customers use social media channels to express options, seek assistance and purchase products. Customers have quickly adopted Facebook, Twitter and Google, as their primary means for gathering information regarding a company’s products and services. In many cases social media customers receive support from multiple departments within a company but are isolated from the contact center. This is because the traditional contact center is generally not ready for reaching out to the social customer or will only provide secondary support when its telephone agents are free. Regardless of how companies choose to market and support their social media customers, they should apply the same basic procedures found in contact centers to positively engage their customers

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The future of marketing is "organic marketing", replaces interruptive tactics with customer focused ones.

The further disconnection from the desktop and being mobile - using mobile and cloud marketing!

It is the only collaboration application that allows you to engage groups of people with the simplicity of email, the workflow of survey tools and the confidence, flexibility and documentation of a professionally facilitated process.

SINGAPORE - With the help of an iPhone app, Singapore's Asian Civilisations Museum (ACM) has brought to life - through augmented reality (AR), location-based gaming and interactive features - its exhibition on the terracotta warriors.Said to be the world's first museum app, it resurrects characters from the story of Li Si, the prime minister and architect of the Qin Dynasty, and his son.The exhibit, which has 100 artefacts from Shaanxi, China, and includes 10 life-sized terracotta figures, spans seven interactive chapters and visitors can engage characters from each chapter in AR and gaming modes when prompted.

People and businesses are spending a lot of time trying to engage people on every social platform in the universe. People put out content “betting” it will attract people to their advertisement, conversation, their offering or in lots of cases their scam.

To gain the currency of your conversational bet you must understand how to work them in your favor. The odds of creating conversational currency are based on the “human network” and not the “institutional network“. The difference between the two is creating “human content” vs. “institutional content“. The difference between those two is knowing how to speak in human terms. Human terms are based on an exchange of value received. If your conversations doesn’t create and give value you can “bet” the house will win. A few other things you can bet on.

If you try and steal peoples time and trick them into a conversation you can “bet” your not going to “get” any value back.

John Jainschigg, Virtual event, 3D, web, social media,...

I've been reading Jane McGonigal's 'Reality is Broken,' and despite my agreeing with much of her thesis, I think she omits confronting a few troublesome ideas about gamification that _some_ (by no means all) game developers find chilling. For example:

- The emotional complex she wants to evoke through gamification is the same potent combination of intense engagement, flow, esprit-de-corps, loop-reinforced sense of accomplishment (fiero) and surrender to a higher purpose that inflames all True Believers. I'm not sure how you can seriously talk about gamification at world-changing scales without thinking about how scary the present crop of True Believer games can be (e.g., Unbridled Capitalism, Globalization, the Tea Party, Al Quada, etc.)

Last year, he co-founded (with Ed Lucero) a company called Tackable to develop his ideas, and in February, we described here Tackable’s first product: a pair of iPhone apps that Tackable envisions as the basis for a social network that “organizes media on a map.” Now Tackable has rolled out, in partnership with the newspapers of the Bay Area News Group, something much more complex and ambitious: an iPad app called TapIn BayArea, which Stangel describes as “the world’s first location-aware digital newspaper.” TapIn, at launch, is already an impressive, sophisticated product that shows potential to evolve in multiple ways. And its ability to engage users at various levels bodes well for its capacity to generate revenue.

Joint essentially turns any Twitter hashtag into an IRC (Internet Relay Channel)-like chat room, which is integrated with a realtime hashtag stream from Twitter.

you’re trying to engage in a conversation with someone on Twitter that goes beyond a few “@ replies”, you’re either forced to DM or take the conversation elsewhere. Joint allows users to easily join a group chat, as well as discuss notable or popular hashtags. For instance, of late “#irene” has become a much-used hashtag, as Hurricane Irene is poised to hit the East Coast. Joint could become a very useful resource for people looking to easily congregate and discuss ongoing situations like hurricanes, protests, or events, live, from any location.

because tweeting with hashtags means that your tweets get archived and live forever on search engines, etc., many people feel uncomfortable about having public conversations (about more private issues, especially) on Twitter.

Cities are experimenting with releasing more public data, engaging with citizens on social networks, adopting open source software, and finding ways to use new technologies to work with their citizens. They've been doing it through the depth of the Great Recession, amidst aging infrastructure, spiraling costs and flat or falling budgets. In that context, using technology and the Internet to make government work better and cities smarter is no longer a "nice to have" ... it's become a must-have.

That's the kind of "citizensourcing" smarter government that Tolva is looking to tap into in Chicago.

"This is as much about citizens talking to the infrastructure of the city as infrastructure talking to itself," he said. "It's where urban informatics and smarter cities cross over to Gov 2.0. There are efficiencies to be gained by having both approaches. You get the best of both worlds by getting an Internet of things to grow."

Motivating Gen Xers

Room to grow. Offer Gen X employees clear statements of goals

Opportunities to make choices. Since this generation has become accustomed to "fending for themselves," provide options--options for task selection, options for challenges, options to formulate new processes, and options to develop creative yet appropriate conclusions.

Every summer, fifty fifth graders converge on Manhattan for a week-long game design camp called Mobile Quest and magic happens.

A game is a complex system. It is a miniature world, in many ways analogous to the world we live in. The game occurs in a space or setting. It has its own physical laws or rules. It engages people or players, who generate outcomes by making choices and taking actions. Learning occurs largely by trial and error, and through this learning a clear goal or goals emerge. There is a sense of progress, a system of feedback, incentives, reward, punishment, reputation. The only difference is that the game world has been 100 percent designed, and it is an experience players can choose to walk away from. This means game designers must capture and retain players' attention and interest quickly.

At most companies, going AWOL during daylight hours would be grounds for a pink slip. Not at Best Buy. The nation's leading electronics retailer has embarked on a radical--if risky--experiment to transform a culture once known for killer hours and herd-riding bosses. The endeavor, called ROWE, for "results-only work environment," seeks to demolish decades-old business dogma that equates physical presence with productivity. The goal at Best Buy is to judge performance on output instead of hours.

Best Buy did not invent the post-geographic office. Tech companies have been going bedouin for several years. At IBM (IBM ), 40% of the workforce has no official office; at AT&T, a third of managers are untethered. Sun Microsystems Inc. (SUNW ) calculates that it's saved $400 million over six years in real estate costs by allowing nearly half of all employees to work anywhere they want. And this trend seems to have legs.

Another thing about this experiment: It wasn't imposed from the top down. It began as a covert guerrilla action that spread virally and eventually became a revolution. So secret was the operation that Chief Executive Brad Anderson only learned the details two years after it began transforming his company. Such bottom-up, stealth innovation is exactly the kind of thing Anderson encourages.

With millions of potential voters using mobile devices, strategists would be remiss to write off QR codes as a risky early-adopter consumer trend untranslatable to the political space.

“One of the exciting things about 2012 is that we have the opportunity to close the loop between online activities and real-world events,” he adds. “We’re seeing individuals rely on their phones, and QR codes present an optimal framework for that. There’s an opportunity for campaigns to reach out to mobile-savvy individuals and transmit a message that will lead to an activation.”

There is great potential in branding candidates, fundraising and collecting supporters’ data using QR technology.

Should enterprise applications be as addictive as Angry Birds? A true believer in gamification would say yes, if you want people to actually use them.

[Social media is a powerful tool to connect with customers, but it can create big problems for your company if it's not done right. Learn more at 10 Social Networking Don'ts.]

Most of all, gamificiation is about understanding that "if you can make something more fun, and include notions of play, you can get people to do things they otherwise might not want to do."