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Steve Bosserman

Regenerosity - 0 views

regenerosity.com/index.php

social_capital generosity_economy reputation_economy

shared by Steve Bosserman on 28 Oct 12 - Cached
  • Steve Bosserman on 28 Oct 12
     
    Some of the verbiage and links in this posting may be useful in the development of our value accounting system
Tiberius Brastaviceanu

In networks, cooperation trumps collaboration | Harold Jarche - 0 views

www.jarche.com/...operation-trumps-collaboration

new economy value networks paper article blog theory

shared by Tiberius Brastaviceanu on 20 Jun 12 - No Cached
  • Collaboration happens around some kind of plan or structure
  • cooperation presumes the freedom of individuals to join and participate
  • Cooperation is a driver of creativity
  • ...10 more annotations...
  • use networks as our primary form of living and working
  • Tribal; Institutional; Markets; Networks
  • how we have evolved as a civilisation
  • network
  • a form in itself that can address issues that the three other forms could not
  • Chaordic refers to a system of governance that blends characteristics of chaos and order.
  • Wirearchy: a dynamic multi-way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology.
  • Collaboration is only part of working in networks
  • Cooperation is also necessary, but it’s much less controllable than our institutions, hierarchies and HR practices would like to admit.
  • In networks, cooperation trumps collaboration
Kurt Laitner

Using Nondominion to Evolve from Local to Global Commons - P2P Foundation - 0 views

p2pfoundation.net/e_from_Local_to_Global_Commons

nondominium p2pfoundation *chriscook *markfrazier *elenorostrom *valnoraleister

shared by Kurt Laitner on 20 Jan 14 - No Cached
  • 5 “As” (Architecture, Adaptiveness, Accountability, Allocation and Access) in the governance of the global commons for the benefit of humanity."
  • the new framework focuses on veto rights – rather than recognized ownership claims
  • mutual benefit.
  • ...15 more annotations...
  • an association of beneficiaries.
  • A trustee (custodian) for the CHM would be elected by the representatives
  • to oversee the legal operation of a collective entity
  • The representatives would also appoint a Manager, for a parallel partnership venture, to identify opportunities to develop the common pool resource in accord with a transparent revenue-sharing formula
  • Each representative would have power to exercise a veto with regard to the resource development proposal(s) circulated by the manager.
  • Once an agreed formula (non-vetoed by the countries) emerged for recognizing needed inputs, and for overall revenue-sharing, the manager of the nondominium partnership would arrange open tenders to seek economic partners to maximize the value of the common pool resources.
  • Revenues from ensuing activities would be distributed to the association members on the originally-agreed basis
  • Oversight of compliance would rest with the nondominium’s trustee
  • Ostrom’s key principles of successful collective choice agreements and monitoring by independent auditors.
  • Moreover, it does not confer the active power of control held under common law by a Trustee on behalf of beneficiaries,
  • the proposed negative or passive veto right of stewardship differs fundamentally from conventional property rights of absolute ownership and temporary use under Condominium
  • The Caspian Partnership agreement would comprise a master framework agreement within which a myriad of associative agreements between the Caspian littoral nations individually or severally would be registered.”
  • encourage Ostrom’s user association-based systems of economic governance
  • "Areas recognized as being the heritage of mankind are defined by treaties as falling outside of nation-state jurisdiction and ownership, and are to be instead developed on a basis that benefits all human beings
  • the combination of Elinor Ostrom’s economic governance strategies with nondominium legal structures can lead to a new basis for common pool resources to be developed on a basis benefiting all of humanity.
Tiberius Brastaviceanu

Design Like No One Is Patenting - How SparkFun Stays Ahead of the Pack - 0 views

www.wired.com/...sparkfun-10-years

open hardware business model Sparkfun paper innovation

shared by Tiberius Brastaviceanu on 26 Jan 13 - No Cached
  • Electronics supplier SparkFun designs dozens of products a year and they haven’t patented a single one. It’s worked out pretty well so far.
  • makes its living by shipping kits and components like bread boards, servo motors and Arduino parts to a mixture of students, hobbyists, and professionals making prototypes
  • the company has made its name is in a stable of its own custom parts and kits, the designs for which it gives away for free.
  • ...40 more annotations...
  • “We find that people will copy your design no matter what you do,” she says. “You might as well just play the game and go ahead and innovate. It’s fun, it keeps us on our toes.”
  • “The open source model just forces us to innovate,” says Boudreaux.
  • the open hardware model means that SparkFun’s existence depends not on any particular product, but on an ongoing relationship with customers that’s not too dissimilar to the loyalty commanded by a fashion house.
  • wolf of obsolescence is always at electronics’ door
  • don’t spend much time worrying about the copyists, they just keep releasing new looks
  • it’s about staying relevant and filling the needs of the community
  • SparkFun’s rapid turnover model is one that echoes the fashion industry.
  • keep their service exemplary
  • listening to their customers
  • developed a community of loyal users and fans
  • weekly new product posts
  • You can learn a lot about what a company cares about by looking at what they give away and what they protect.
  • SparkFun’s actual value is in the community of fans and loyal customers that keep coming back, and the expertise under its roof in servicing their needs.
  • Their catalog has about 2,500 items at any given time
  • SparkFun orders parts from 500 suppliers
  • 15 new products every week
  • hey retire products at a similar rate, due to either low sales, or obsolescence
  • Of the 2,500 items, about 400 are things designed internally.
  • To handle the pace of change, SparkFun needs to keep its inventory lean.
  • “We try to do small runs and order in small quantities. Especially something that’s going to be obsolete quickly.”
  • To help manage the demand, they use an in-house software system
  • along with inventory and CMS management, tries to predict demand for different components and ensure they get ordered with sufficient lead time to account for how long it takes to get there.
  • the innovation (revisions and new releases) here at SparkFun is organic and not planned,” says Boudreaux, “But we do a few things to make sure we are keeping up.”
  • monitors all costumer feedback from emails to the comment section that is present on every page of the company’s site. They also ensure that team members have time to tinker in the office, write tutorials, and visit hackerspaces and maker events. “For us, designing (and revising) widgets is the job.”
  • anyone in the company can suggest ideas and contribute designs.
  • ideas run through an internal process of design, review, prototyping, testing and release.
  • “They eat these products up, even if the products are not ready for the mainstream & educator community due to minimal documentation or stability.”
  • symbiotic relationship with these early adopters, where feedback helps SparkFun revised and improve products for use by the rest of the community
  • I don’t think they help much
  • The risk of this rate of change is that SparkFun can end up outpacing some of their customers.
  • “There’s balance in everything,” says Boudreaux, “Innovation does not necessarily need speed in order to create valuable change. Sometimes innovation works at a slower pace, but that does not mean it is any less valuable to those that benefit from it, and we are constantly balancing the needs of two very different customers.”
  • unprotected and unencumbered by patents
  • racing to get the latest, coolest things in the hands of its customers.
  • patents
  • “We have to be willing to kill ideas that don’t work, take a lot of tough criticism, and move fast. If we stay agile, we stay relevant.”
  • cost $30,000 to $50,000
  • USPTO is so backed up you’ll have to wait three to five years to even hear back on their decision.
  • how much does technology change in five years?
  • company’s blog where they’ve been documenting production and business practices for years.
  • they even want to open source Sparkle. “It’s a wild ride,” she says, “but a fun one for sure.”
  • Tiberius Brastaviceanu on 26 Jan 13
     
    shared by Jonathan, annotated by Tibi
Kurt Laitner

Stigmergy | GeorgieBC's Blog - 0 views

georgiebc.wordpress.com/...stigmergy-2

paper stigmergy

shared by Kurt Laitner on 04 Jan 13 - No Cached
  • As no one owns the system, there is no need for a competing group to be started to change ownership to a different group
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      but one needs a mechanism to ensure accidental duplication doesn't happen
  • there is no need for communication outside of task completion
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      disagree
  • endless discussion
  • ...12 more annotations...
  • personality conflicts
  • begin to steer direction
  • more interested and dedicated personalities emerge
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      as opposed to the 'strong' personalities earlier panned?
  • work most valued by the rest of the user group
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      determined how?
  • As more members are added, more will experience frustration at limited usefulness or autonomy
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      how to avoid this duplication of skills?
  • stigmergy encourages splintering
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      I would need to see a convincing argument for this, ant colonies are pretty large
  • as communication is easier and there is more autonomy in smaller groups, splintering is the more likely outcome of growth.
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      not convinced that splintering should be the outcome, fractal growth would be preferable, also communication is not limited to small groups, nor is it necessarily 'better' in them
  • Transparency allows information to travel freely between the various nodes
  • Information sharing is driven by the information, not personal relationships
  • it is inefficient to have the same task performed twice
    • Kurt Laitner
      Kurt Laitner on 04 Jan 13
       
      that depends on the type of task, and the way it is being done, if it is repetative with a well understood solution, then yes, otherwise less so
  • It is neither reasonable nor desirable for individual thought and action to be subjugated to group consensus in matters which do not affect the group
  • it is frankly impossible to accomplish complex tasks if every decision must be presented for approval
Tiberius Brastaviceanu

Why Wikipedia Must Jettison Its Anti-Elitism - 0 views

docs.google.com/...edit

decision making governance paper

shared by Tiberius Brastaviceanu on 17 Jul 12 - No Cached
  • Tiberius Brastaviceanu on 17 Jul 12
     
    Case for some degree of elitism for wikipedia.  NOTE: In SENSORICA the reputation system regulates trolls, which can do damage, but will lose on their ability to extract value from the community. 
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