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thinkahol *

LRB · David Runciman · How messy it all is - 0 views

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    Sometimes inequality is bad for almost everyone, and sometimes only for certain people; sometimes it is worst for the people at the bottom, and sometimes it is just as bad for the people at the top. Different societies are equal or unequal for different reasons, sometimes by necessity, sometimes by choice. More equality is a good thing and it's an idea that's worth defending. It would be nice if there were more politicians willing to stand up and defend it, however they saw fit.
thinkahol *

Obama's "bad negotiating" is actually shrewd negotiating - Glenn Greenwald - Salon.com - 0 views

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    In December, President Obama signed legislation to extend hundreds of billions of dollars in Bush tax cuts, benefiting the wealthiest Americans. Last week, Obama agreed to billions of dollars in cuts that will impose the greatest burden on the poorest Americans. And now, virtually everyone in Washington believes, the President is about to embark on a path that will ultimately lead to some type of reductions in Social Security, Medicare and/or Medicaid benefits under the banner of "reform." Tax cuts for the rich -- budget cuts for the poor -- "reform" of the Democratic Party's signature safety net programs -- a continuation of Bush/Cheney Terrorism policies and a new Middle East war launched without Congressional approval. That's quite a legacy combination for a Democratic President. All of that has led to a spate of negotiation advice from the liberal punditocracy advising the President how he can better defend progressive policy aims -- as though the Obama White House deeply wishes for different results but just can't figure out how to achieve them. Jon Chait, Josh Marshall, and Matt Yglesias all insist that the President is "losing" on these battles because of bad negotiating strategy, and will continue to lose unless it improves. Ezra Klein says "it makes absolutely no sense" that Democrats didn't just raise the debt ceiling in December, when they had the majority and could have done it with no budget cuts. Once it became clear that the White House was not following their recommended action of demanding a "clean" vote on raising the debt ceiling -- thus ensuring there will be another, probably larger round of budget cuts -- Yglesias lamented that the White House had "flunked bargaining 101." Their assumption is that Obama loathes these outcomes but is the victim of his own weak negotiating strategy. I don't understand that assumption at all. Does anyone believe that Obama and his army of veteran Washington advisers are incapable of discovering these tactics on th
thinkahol *

Startling revelations from a Swiss banking insider | Dailycensored.com - 0 views

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    (interview with a Swiss banker  done in Mosсow 30.05.2011)  Q: Can you tell us something about your involvement in the Swiss banking business?A: I have worked for Swiss banks for many years. I was designated as one of the top directors of one of the biggest Swiss banks. During my work I was involved in the payment, in the direct payment in cash to a person who killed the president of a foreign country. I was in the meeting where it was decided to give this cash money to the killer. This gave me dramatic headaches and troubled my conscience. It was not the only case that was really bad but it was the worst. It was a payment instruction on order of a foreign secret service written by hand giving the order to pay a certain amount to a person who killed the top leader of a foreign country. And it was not the only case. We received several such hand written letters coming from foreign secret services giving the order to payout cash from secret accounts to fund revolutions or for the killing of people. I can confirm what John Perkins has written in his book "Confessions of an Economic Hit Man". There really exists just a system and Swiss banks are involved in such cases.
thinkahol *

WHERE GOOD IDEAS COME FROM by Steven Johnson - YouTube - 0 views

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    One of our most innovative, popular thinkers takes on-in exhilarating style-one of our key questions: Where do good ideas come from? With Where Good Ideas Come From, Steven Johnson pairs the insight of his bestselling Everything Bad Is Good for You and the dazzling erudition of The Ghost Map and The Invention of Air to address an urgent and universal question: What sparks the flash of brilliance? How does groundbreaking innovation happen? Answering in his infectious, culturally omnivorous style, using his fluency in fields from neurobiology to popular culture, Johnson provides the complete, exciting, and encouraging story of how we generate the ideas that push our careers, our lives, our society, and our culture forward. Beginning with Charles Darwin's first encounter with the teeming ecosystem of the coral reef and drawing connections to the intellectual hyperproductivity of modern megacities and to the instant success of YouTube, Johnson shows us that the question we need to ask is, What kind of environment fosters the development of good ideas? His answers are never less than revelatory, convincing, and inspiring as Johnson identifies the seven key principles to the genesis of such ideas, and traces them across time and disciplines. Most exhilarating is Johnson's conclusion that with today's tools and environment, radical innovation is extraordinarily accessible to those who know how to cultivate it. Where Good Ideas Come From is essential reading for anyone who wants to know how to come up with tomorrow's great ideas.
thinkahol *

The Legacy of the Lodges: Mutual Aid and Consumer Society - 0 views

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    The basic purpose of the orders was to enable working people to pool their financial resources to supply each other with essentials that the state and the capitalists would not, including life insurance, pensions, cradle-to-grave medical care, and homes and schools for destitute family members. Members paid dues, usually modest, to support these services, which sometimes included their own hospitals, clinics, orphanages, and schools. And unlike private employers, the orders fought hard and usually succeeded in keeping their promises to their members even when times were bad.
Johann Höchtl

Industrie vs. Wissenschaft: Die "Pepsi-Affäre" bei ScienceBlogs.com | Astrodicticum Simplex | ScienceBlogs.de - Wissenschaft, Kultur, Politik - 0 views

  • Bei unseren amerikanischen Kollegen von ScienceBlogs.com geht es gerade rund. Die Blogger verlassen scharenweise die Plattform - Neuron Culture, Science after Sunclipse, Good Math, Bad Math, Neurotopia und Laelaps haben schon ihre Abschiedsbeiträge geschrieben
  • Was ist passiert? Bei SB.com gibt es ein neues Blog - es heisst Food Frontiers und wird von PepsiCo betrieben
  • Natürlich wäre es was anderes, wenn nun die PR-Abteilung von PepsiCo das Blog nutzen würde um einen Beitrag nach dem anderen darüber zu verfassen wie super schmackhaft, gesund und wichtig die PepsiCo-Produkte sind.
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  • bei Food Frontiers gibt es bis jetzt nur einen einzigen "Hallo, da sind wir"-Artikel. Ich verstehe also nicht wirklich, warum sich die amerikanischen Blogger-Kollegen nun so enorm aufregen.
  • Aber die eigentliche Frage ist ja eine grundsätzlichere. Wie ich oben schon gesagt habe, arbeiten Wissenschaftler nicht nur an Universitäten sondern auch überall in der Industrie und Wirtschaft. Sind die per se weniger glaubwürdig; weniger unabhängig; wenig verläßlich? Sind Blogs von Industrie-Wissenschaftler a priori mehr PR-Blogs anstatt Wissenschaftsblog?
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    Spagat zwischen Wissenschaft und Popularismus: Rolle der Blogs
Johann Höchtl

What Happened to Yahoo - 0 views

  • When I went to work for Yahoo after they bought our startup in 1998, it felt like the center of the world. It was supposed to be the next big thing.
  • What went wrong? The problems that hosed Yahoo go back a long time, practically to the beginning of the company.
  • Yahoo had two problems Google didn't: easy money, and ambivalence about being a technology company.
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  • The first time I met Jerry Yang, we thought we were meeting for different reasons.
  • we could show him our new technology, Revenue Loop. It was a way of sorting shopping search results.
  • It was like the algorithm Google uses now to sort ads, but this was in the spring of 1998, before Google was founded.
  • I didn't say "But search traffic is worth more than other traffic!"
  • Hard as it is to believe now, the big money then was in banner ads.
  • Led by a large and terrifyingly formidable man called Anil Singh, Yahoo's sales guys would fly out to Procter & Gamble and come back with million dollar orders for banner ad impressions.
  • By 1998, Yahoo was the beneficiary of a de facto pyramid scheme. Investors were excited about the Internet. One reason they were excited was Yahoo's revenue growth.
  • The reason Yahoo didn't care about a technique that extracted the full value of traffic was that advertisers were already overpaying for it.
  • I remember telling David Filo in late 1998 or early 1999 that Yahoo should buy Google, because I and most of the other programmers in the company were using it instead of Yahoo for search.
  • But Yahoo also had another problem that made it hard to change directions. They'd been thrown off balance from the start by their ambivalence about being a technology company
  • Microsoft (back in the day), Google, and Facebook have all been obsessed with hiring the best programmers. Yahoo wasn't. They preferred good programmers to bad ones, but they didn't have the kind of single-minded, almost obnoxiously elitist focus on hiring the smartest people that the big winners have had.
  • The company felt prematurely old.
  • The first time I visited Google, they had about 500 people,
  • I remember talking to some programmers in the cafeteria about the problem of gaming search results (now known as SEO), and they asked "what should we do?" Programmers at Yahoo wouldn't have asked that.
  • In the software business, you can't afford not to have a hacker-centric culture.
  • Probably the most impressive commitment I've heard to having a hacker-centric culture came from Mark Zuckerberg, when he spoke at Startup School in 2007. He said that in the early days Facebook made a point of hiring programmers even for jobs that would not ordinarily consist of programming, like HR and marketing.
  • Hacker culture often seems kind of irresponsible. That's why people proposing to destroy it use phrases like "adult supervision." That was the phrase they used at Yahoo. But there are worse things than seeming irresponsible. Losing, for example.
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    Paul Graham hat mit dem Verkauf seiner Shop Lösung an Yahoo 1998 Millionen von Dollar gemacht. Er ist Buchautor und respektierter Columnist. Ein Artikel von ihm, warum seiner Meinung nach Yahoo scheiterte und FB und Google erfolgreicht waren.
Johann Höchtl

Wiki:Government 2.0 | Social Media CoLab - 0 views

  • Internal (intra or inter-government) collaboration. Institutional presence on external social networks Open government data Employees on external social networks 
  • Increased government efficiency Increased government accountability Increased citizen engagement and participation Increased innovation
  • Potential loss of privacy Invalid data
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  • 1) what data should the government share and 2) how does data influence the public sphere
  • The optimists decry the modern instantiations of bureaucracy and policy in which democratic governments operate as the source of democratic ills and support the normative idea of an informed and engaged public.  Pessimists counter that the normative model of democracy most accepted in the literature is a novel construction that is not grounded in the natural behavior of citizens.
  • The innocence of Americans is either explained as a rational choice under the principle of rational ignorance (Downs, 1957) or explained as something inherent in the lack of mental sophistication in humans.
  • Government 2.0 attempts to correct the problems of information diffusion by assuming that people are simply unable or unwilling to find information in the offline world.  If the barriers to information acquisition are lowered then, the theory goes, people will be more likely to find, synthesize and use information in decision-making processes.
  • Feedback loops: Who will be active in these loops? How will the public respond? 
  • People usually think about explicit citizen participation, but some of the most pwrful Web 2.0 tools aren't about that: it's about ppl who are participating w/o knowing they are participating. Google is actually one of the great engines of harnessing participation, anyone who clicks on a link is participating, a link is a vote, meaning hidden in something they're doing already. Wikipedia isn't the only place where people are contributing.
  • The amount of data being shared/collected about people is growing exponentially, old notions of privacy need to be replaed by ideas of visibility and control: give more control over who gets to see it. We are better off with more visibility and control than stopping people from collecting data. The data is incredibly useful, applicaitons depend on data, people willingly giving up that privacy about where they are all the time.
  • many programs go wrong, generically, (what worries me) government is still very much an insider's game, we have not yet really built a system that allows real participation
  • Another gov 2.0 observation: it's very hard for a government agency to start over, it's not like private sector, where companies with bad ideas go out of business. Government agencies don't go out of business. (consumers benefit from newspapers going out of business) We don't have creative destruction in gov't, the basic machinery of it just gets bigger and more entrenched. Need to figure out how to start over: what not to do
  • The toughest part about Web 2.0, Gov 2.0, etc, might be the role of management. It used to be about defining the outcome and monitoring the progress towards that outcome. In Web 2.0 you don't know what that outcome is, it's a huge leap of faith, and takes a tremendous amount of adjusting to that approach. Do we need a different set of metrics? Yes. Media is intersecting with technology, technology is a new channel for media, even Hollywood is changing: oh my goodness, we have to create entirely new financial models!
  • "The future is already here, it's just unevenly distributed." It's a cultural issue here, people are stuck in the past and we need a new wave of innovators or we should just expect slow results.
Johann Höchtl

Questioning Shirky's Cognitive Surplus - 0 views

  • Public and civic value require commitment and hard work among the core group of participants. It also requires that these groups be self-governing and submit to constraints that help them ignore distracting and entertaining material and stay focused instead on some sophisticated task
  • True socially-infused movements cannot be forced
  • The bad news for marketers is that Shirky’s examples quietly illustrate that we can’t force meaningful social activities. They happen organically, if not accidentally
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