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Tiberius Brastaviceanu

Google Apps Script - introduction - 0 views

code.google.com/...guide_common_tasks.html

google script apps Programming javascript tool tools infrastructure

shared by Tiberius Brastaviceanu on 03 May 11 - No Cached
  • how to accomplish some common tasks
  • add a custom menu to a Spreadsheet and link specific functions in your script to menu items
  • the menu items, the functions pops up a message box.
  • ...11 more annotations...
  • you will want the custom menu to be displayed as soon as the Spreadsheet is opened. To do this,include an onOpen function in your script
  • array of objects
  • An array is a collection of elements that works something like a Spreadsheet. Each element in an array can be identified by its location in the array, called an index point.
  • Arrays
  • are zero-based
  • Arrays are a convenient way to store and manipulate data within a computer program or script.
  • Each menu item is placed inside curly braces, and this syntax defines each name-function name pair as an object.
  • After the definition of the menu entries comes the definition of the menu itself:
  • Here's generalized code for creating menu items and a menu.
  • The following code pops up a message box when a user selects a menu item on the new menu:
  • the generalized code
Tiberius Brastaviceanu

Google Apps Script - introduction - 0 views

code.google.com/...guide.html

google script apps Programming javascript tool tools infrastructure development

shared by Tiberius Brastaviceanu on 03 May 11 - Cached
  • control over Google products
  • can access and control Google Spreadsheets and other products
  • scripts
  • ...44 more annotations...
  • run directly on Google servers in order to provide direct access to the products they control.
  • can also use Google Apps Script from Google Sites
  • Google Apps Script Template Gallery
  • Google Apps Script Blog
  • guide contains the information you need to use Google Apps Script, a server-side scripting language, based on JavaScript, that runs on Google's servers alongside Google Apps
  • enable varying degrees of interactivity among the applications
  • easy enough to use that you don't have to be a programmer to create scripts.
  • use it to automate complex tasks within Google Apps
  • You don't have to be a programmer to use Google Apps Script
  • A script is a series of instructions you write in a computer language to accomplish a particular task. You type in the instructions and save them as a script. The script runs only under circumstances you define.
  • The Google Apps Script API provides a set of objects. You can use these objects and their associates methods to access Google Docs and Spreadsheets, Gmail, Google Finance, and other Google applications.
  • To run a script, you must first add the script to a Google Spreadsheet or Google Site using the Script Editor.
  • You can retrieve information from a wide selection of Google Apps and Services and from external sources, including web pages and XML sources. You can use Google Apps Script to create email, spreadsheets, pages on Google Sites, and files in the Google Docs Document List.
  • The instructions in a script are grouped into functions.
  • objects
  • methods
  • for such tasks
  • Create pages on a Google Site
  • Customize a Spreadsheet
  • Send email based on information in a Spreadsheet
  • You can manipulate
  • numeric
  • financial
  • string
  • an XML document
  • controlling data in the following applications
  • Spreadsheets
  • Google Document List
  • Contacts
  • Calendar
  • Sites
  • Google Maps
  • create and display interactive user interface elements
  • interact with relational database management systems
  • create folders, subfolders, and files in the Google Docs document list
  • access to user, session, and browser information
  • access to web services
  • extract data from XML documents and then manipulate that data
  • obtain translations of text from one language to another
  • send email
  • UrlFetch services
  • encode and decode strings and format dates
  • store properties on a per-script and per-user basis
  • create, delete and update contact information for individuals and for groups in Google Contacts
Tiberius Brastaviceanu

Google Apps Script - introduction - 0 views

code.google.com/...guide_writing_scripts.html

google script apps Programming javascript tool tools infrastructure

shared by Tiberius Brastaviceanu on 03 May 11 - No Cached
  • Use the Script Editor to write and run scripts, to set triggers, and to perform other actions such as sharing scripts.
  • start the Script Editor from a Google Site
  • declares a function called myFunction()
  • ...69 more annotations...
  • You can perform the following tasks from the Script Editor.
  • pening, deleting, renaming, and saving scripts
  • Cutting, copying, and pasting text
  • Find and replace
  • Setting a time zone
  • scripts with time-based triggers
  • Running functions
  • Viewing log messages
  • revision history
  • write pseudocode first
  • When you're planning a script
  • narrative version of what the script needs to do.
  • A particular script is associated with one and only one Google Spreadsheet.
  • If you make a copy of the Spreadsheet, the script is also copied.
  • A particular Spreadsheet can have multiple scripts associated with it.
  • use the onOpen event handler in more than one script associated with a particular Spreadsheet, all scripts begin to execute when you open the Spreadsheet and the order in which the scripts are executed is indeterminate.
  • event handler is a function executed when a particular event takes place.
  • see Running Scripts in Response to an Event.
  • A script cannot currently call or create another script and cannot call functions in another script.
  • If you want to store the results of a function, you must copy them into a spreadsheet cell.
  • You can trigger Apps Script events from links that are embedded in a Google Site. For information about how to do this, see Using Apps Scrip in Your Ssite.
  • You can insert a script into a Site as a gadget.
  • you must grant permission for the script to run as a service.
  • You also designate whether only you can invoke the service or whether all members of your domain can invoke the service.
  • you can assign functions within the script any arbitrary name.
  • The instructions in a function must be enclosed within curly braces.
  • event handler
  • when a spreadsheet is opened,
  • when a script is installed
  • when a spreadsheet is edited
  • at times you choose
  • menu item
  • Using a drawing or button embedded in a Spreadsheet
  • Using a custom function that is referenced as a Spreadsheet function
  • Clicking the Run button
  • object-oriented programming languages
  • Google Apps Script uses the JavaScript language.
  • Operations
  • are performed using the objects and methods described in the API documentation.
  • An API provides pre-packaged code for standard tasks you need to accomplish in scripts or programs.
  • API includes objects that you use to accomplish tasks such as sending email, creating calendar entries
  • A method describes the behavior of an object and is a function attached to an object.
  • MailApp
  • use to create and send email
  • To send email, you invoke the sendEmail method and provide values for the method arguments.
  • Google Apps Script can access or retrieve data in different formats in different ways.
  • A custom function
  • is called directly from a cell in a Spreadsheet using the syntax =myFunctionName()
  • they cannot set values outside the cells
  • have some restrictions not shared by other functions
  • cannot send email
  • cannot operate on a Google Site
  • cannot perform any operations that require user authorization
  • cannot perform any operations that require knowledge of who the user
  • onInstall function
  • onOpen function
  • Other functions run when you run them manually or when they are triggered by clicking
  • Custom functions and formulas in the spreadsheet execute any time the entire Spreadsheet is evaluated or when the data changes in the function or formula's cell.
  • share the Spreadsheet
  • publish the script to the Script Gallery
  • spreadsheet template
  • the color coding for that line will not be correct
  • A script with incorrect syntax or other errors does not run.
  • The Script Editor includes a debugger.
  • view the current state of variables and objects created by a script while that script runs.
  • step through the code line by line as it executes or set breakpoints
  • The debugger does not work with custom functions, onEdit functions, event triggers, or scripts running as a service.
  • use the debugger to find errors in scripts that are syntactically correct but still do not function correctly.
  • Functions ending in an underscore (_), for example, internalStuff_(), are treated differently from other functions. You do not see these function in the Run field in the Script Editor and they do not appear in the Script Manager in the Spreadsheet. You can use the underscore to indicate that users should not attempt to run the function and the function is available only to other functions.
Tiberius Brastaviceanu

VBSR Marketplace - Powered by GETS - 2 views

marketplace.vbsr.org

barter finance currency alternative Vermount be-to-be

shared by Tiberius Brastaviceanu on 04 Jul 11 - No Cached
  • Tiberius Brastaviceanu on 04 Jul 11
     
    This site uses frames, but your browser doesn't support them. You may choose to browse without frames.
Tiberius Brastaviceanu

Collin's Lab: Homebrew Piezo - YouTube - 0 views

www.youtube.com/watch

xyzpiezo_project

shared by Tiberius Brastaviceanu on 20 May 14 - No Cached
Kurt Laitner

fablab conference - 0 views

www.fabfuse.org

fablab conference

shared by Kurt Laitner on 02 Aug 14 - No Cached
  • Kurt Laitner on 02 Aug 14
     
    probably something SENSORICA should be at
Tiberius Brastaviceanu

Make your own Ceramic 3D Printer - YouTube - 0 views

www.youtube.com/watch

3D printer

shared by Tiberius Brastaviceanu on 09 Nov 14 - No Cached
Steve Bosserman

Scale of Social Structures - Tibi's Philosophy - 3 views

sites.google.com/...p2p-economics

philosophy p2p tibi sensorica open_networks benefits contributions value

shared by Steve Bosserman on 17 Apr 16 - No Cached
  • Steve Bosserman on 17 Apr 16
     
    "In April 2015 I was asked by Christine Koehler to write an article on value. She contacted me because she come across my work on open value networks, about a new organizational model that may be well-adapted to support large scale peer production of material goods. I accepted the challenge as an exercise to formalize the tacit knowledge that I have accumulated since 2008, when I became interested in the relation between the new digital technology and the shift of power structures in our modern society. I advise the reader not to consider this paper as a theoretical essay. This is only my effort to bring to my own consciousness the tacit knowledge that I am using in my efforts to help the development of the open value network model, and of the SENSORICA.co network/community, which is an instantiation of this model. As I get better at surfacing and formalizing these ideas, I also invite the reader to understand the heuristics behind my work. I let the reader place a judgment on the success of my work, which will make these heuristics and models that I am trying to expose here more or less interesting. Start with Scale of social structures and follow the links. "
timsandgren

Long distance fiber optic sensing - 0 views

Just found this great webinar on how backscatter technologies can be used to create sensors out of fiber optic cable. https://youtu.be/wK9Gq00uRqY

started by timsandgren on 24 Jul 17 no follow-up yet
Tiberius Brastaviceanu

Blueprint for P2P Society: The Partner State & Ethical Economy - 1 views

www.shareable.net/...tate-and-the-ethical-economy-0

p2p paper Michel Bauwens

shared by Tiberius Brastaviceanu on 11 Apr 12 - No Cached
  • A new way to produce is emerging
  • through free association of peers
  • an interplay between three partners
  • ...9 more annotations...
  • A community of contributors
  • An enterpreneurial coalition
  • A set of for-benefit institutions which manage the "infrastructure of cooperation"
  • There is a clear institutional division of labour between these three players.
  • The contributors create the use value
  • The for-benefit institution enables and defends the general infrastructure of cooperation which makes the project 'collectively' sustainable
  • The enterpreneurial coalition makes the individual contributors 'sustainable', by providing an income, and very often they provide means for the continued existence of the for-benefit associations as well.
  • Is there perhaps a new model of power and democracy co-evolving out of these new social practices that may be an answer to the contemporary crisis of democracy?
  • My answer will be an emphatic yes, and stronger yet, I will argue that we are witnessing a new model for the state. A 'P2P' state, if you will.
Tiberius Brastaviceanu

Why Great Innovations Fail: It's All in the Ecosystem - 0 views

www.forbes.com/...tions-fail-its-their-ecosystem

innovations ecosystem paper theory

shared by Tiberius Brastaviceanu on 13 Mar 12 - No Cached
  • “It is no longer enough to manage your innovation. Now you must manage your innovation ecosystem,”
  • example
  • Michelin developed a revolutionary new kind of tire with sensors and an internal hard wheel that could run almost perfectly for 125 miles after a puncture.
  • ...13 more annotations...
  • Yet by 2007 the product was such a failure that Michelin had to abandon it.
  • The company hadn’t confronted the entire ecosystem the tire would rely on
  • conversion costs
  • expensive new equipment
  • legal challenges
  • Mastery of the ecosystem is the great strength that made Apple the supreme success story of our time,
  • The iPod
  • a beginning ecosystem that Jobs enlarged by introducing the iTunes Music Store.
  • the ecosystem further by opening up the Mac-only device to PC users.
  • In a world where mobile phone makers sold their devices to operators to sell to consumers, Jobs had such a powerful ecosystem that he could get operators to compete to partner with him: “And here was Apple, offering not just exclusive access to the most talked-about phone in history, but also exclusive access to Apple consumers—the most desirable customer segment imaginable
  • How do you take the measure of the ecosystem that your innovation will need to be part of and rely on? How do you not miss the blind spots that can lurk almost anywhere?
  • three main steps to take.
  • There are terrible pitfalls in the usual progression from prototype to pilot to rollout. It relies perilously on getting everything right from the very start. Often a far wiser and safer approach can be what Adner calls a “minimum viable footprint (MVF) rollout followed by a staged expansion.” In other words, start with a complete ecosystem, but a limited one.
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

Value Creating Service Systems: From Service Systems to Digital Lives - 0 views

value-basedservicesystem.blogspot.nl/...-systems-to-digital-lives.html

HAT SDL Service Dominant Logic value

shared by Kurt Laitner on 30 May 13 - No Cached
  • Kurt Laitner on 30 May 13
     
    "Service dominant logic suggest that value is always co-created in context of use and experience. Co-creation is not an option (Vargo and Lusch, 2004, 2008). "Moving things along meant a focus on 2 key aspects. philosophy and methods. "An SD logic approach is not one that you can run a survey of attitude, behaviours or intentions. The person is embedded in his actions and practices of value creation. The focus on context means the unit of analysis is in the sociology of real life behaviours. A sociological approach makes methods a problem because we've inherited a world where we have created tools from analysing water in a bucket, not by looking at its behaviour in a river. "GD logic is compelling not only because it is entrenched for over 500 years, but also because you could measure its constructs. GDP, sales, revenues, CPI - they are all constructs of a GD logic society. What SD logic needed was better methods and new constructs. "To that end, and rather ironically, I found an ally in digital technology. Here was a world of sensors and actuators with an enthusiastic community looking for novel ways of deploying them into homes and buildings i.e. the internet-of-things. "I also found, as an ally, the thinking around new economic and business models. Here was another strand of literature largely marginalised by mainstream business literature because it was (the way I interpreted it) taking a systemic view of value proposition, value creation and value capture (ie, change one, change all) and the way the organisation had to be agile and transformed for it - which sat very nicely with SD logic. "Customised products are firm centric. Personalised products are customer initiated and empowering. Personalised products also tend to move the product into becoming platforms to afford co-creation, which advanced the notion of symmetry in value co-creation further. Finally, with the advent of platforms, the economics of 2 or multi-sided markets completed my set of theoretica
  • Kurt Laitner on 30 May 13
     
    an interesting starting point for research
sebastianklemm

Crypto4Good - 2 views

www.crypto4good.co

greens_for_good funding platform trading

shared by sebastianklemm on 25 Jun 21 - No Cached
  • sebastianklemm on 25 Jun 21
     
    Crypto4Good is a French NGO organizing charity events supported by the French-speaking crypto community. Best Practice: During a 24 hours live event by Crypto4Good + Binance Charity on 19 June 2021, two professional trading teams - Kryll.io & Diabolo.io - leveraged an experimental fund that was collected throughout the French crypto community in the weeks before the event. The two trading teams competed to make the most out of this fund within 24 hours of trading. Finally, both the money fundraised as well as the money sucessfully traded by Kryll.io & Diabolo.io will be given to NGOs in France. In the next weeks the event teams will travel to 5 cities in France: Lille, Paris, Lyon, Nantes, Toulouse, and use all of the donations collected and the money traded to buy as much food and basic necessities as possible. All these products will be donated to social services: https://www.binance.charity/fight-hunger-worldwide
Kurt Laitner

Club of Amsterdam blog: The impact of culture on education - 0 views

clubofamsterdam.blogspot.nl/...t-of-culture-on-education.html

metrics values context paper blog

shared by Kurt Laitner on 22 Jan 14 - No Cached
  • For example in some countries the objective of education is: to develop a critical mind, which in other cultures is viewed as absurd. In these countries students are supposed to try to learn as much as possible from the older generation and only when you are fully initiated you may communicate to have ideas of yourself.
  • For example in some countries the objective of education is: to develop a critical mind, which in other cultures is viewed as absurd. In these countries students are supposed to try to learn as much as possible from the older generation and only when you are fully initiated you may communicate to have ideas of yourself.
  • The combined scores for each country explain variations in behavior of people and organizations. The scores indicate the relative differences between cultures.
  • ...13 more annotations...
  • n masculine cultures like USA, UK, Germany, Japan and Italy the dominant values are achievement and success. The dominant values in feminine cultures are consensus seeking, caring for others and quality of life. Sympathy is for the underdog. People try to avoid situations distinguishing clear winners and losers.  In masculine cultures performance and achievement are important. The sympathy is for the winners. Status is important to show success. Feminine cultures like the Scandinavian countries and the Netherlands have a people orientation. Small is beautiful and status is not so important.
  • In masculine cultures like USA, UK, Germany, Japan and Italy the dominant values are achievement and success. The dominant values in feminine cultures are consensus seeking, caring for others and quality of life. Sympathy is for the underdog. People try to avoid situations distinguishing clear winners and losers.  In masculine cultures performance and achievement are important. The sympathy is for the winners. Status is important to show success. Feminine cultures like the Scandinavian countries and the Netherlands have a people orientation. Small is beautiful and status is not so important.
  • In masculine cultures like USA, UK, Germany, Japan and Italy the dominant values are achievement and success. The dominant values in feminine cultures are consensus seeking, caring for others and quality of life. Sympathy is for the underdog. People try to avoid situations distinguishing clear winners and losers.  In masculine cultures performance and achievement are important. The sympathy is for the winners. Status is important to show success. Feminine cultures like the Scandinavian countries and the Netherlands have a people orientation. Small is beautiful and status is not so important.
  • For example in some countries the objective of education is: to develop a critical mind, which in other cultures is viewed as absurd. In these countries students are supposed to try to learn as much as possible from the older generation and only when you are fully initiated you may communicate to have ideas of yourself.
  • c. Masculinity vs. Femininity (MAS) In masculine cultures like USA, UK, Germany, Japan and Italy the dominant values are achievement and success. The dominant values in feminine cultures are consensus seeking, caring for others and quality of life. Sympathy is for the underdog. People try to avoid situations distinguishing clear winners and losers.  In masculine cultures performance and achievement are important. The sympathy is for the winners. Status is important to show success. Feminine cultures like the Scandinavian countries and the Netherlands have a people orientation. Small is beautiful and status is not so important.
  • He defines culture as “the collective programming of the mind that distinguishes the members of one group or category of people from others”.
  • Analyzing his data, Hofstede found five value clusters (or “dimensions”) being the most fundamental in understanding and explaining the differences in answers to the single questions in his questionnaires
  • The five dimensions of national culture identified by Hofstede are:  Power Distance Index (PDI)  Individualism vs. collectivism (IDV)  Masculinity vs. femininity (MAS)  Uncertainty Avoidance Index (UAI)  Long Term Orientation (LTO)
  • Power distance is the extent to which less powerful members of a society accept that power is distributed unequally. In high power-distance cultures everybody has his/her rightful place in society. Old age is respected, and status is important. In low power-distance cultures people try to look younger and powerful people try to look less powerful
  • In individualistic cultures, like almost all the rich Western countries, people look after themselves and their immediate family only; in collectivist cultures like Asia and Africa people belong to "in-groups" who look after them in exchange for loyalty
  • In masculine cultures like USA, UK, Germany, Japan and Italy the dominant values are achievement and success. The dominant values in feminine cultures are consensus seeking, caring for others and quality of life. Sympathy is for the underdog. People try to avoid situations distinguishing clear winners and losers.  In masculine cultures performance and achievement are important. The sympathy is for the winners. Status is important to show success. Feminine cultures like the Scandinavian countries and the Netherlands have a people orientation. Small is beautiful and status is not so important
  • Uncertainty avoidance (or uncertainty control) stands for the extent to which people feel threatened by uncertainty and ambiguity. In cultures with strong uncertainty avoidance, people have a strong emotional need for rules and formality to structure life
  • The last element of culture is the Long Term Orientation which is the extent to which a society exhibits a future-orientated perspective rather than a near term point of view.  Low scoring countries like the USA and West European countries are usually those under the influence of monotheistic religious systems, such as the Christian, Islamic or Jewish systems. People in these countries believe there is an absolute and indivisible truth. In high scoring countries such as Hong Kong, Taiwan, China, for example those practicing Buddhism, Shintoism or Hinduism,  people believe truth depends on time, context and situation
  • Kurt Laitner on 22 Jan 14
     
    has explanatory power over many of the fundamental disagreements I have seen play out in sensorica discussions - may be worthwhile to understand constituents based on this model
Kurt Laitner

Crisis of Value Theory - P2P Foundation - 0 views

p2pfoundation.net/Crisis_of_Value_Theory

Michel Bauwens Kevin Carson capitalism alternative economy paper

shared by Kurt Laitner on 11 Jul 12 - Cached
  • accumulation of knowledge assets
  • a new class has arisen which controls the vectors of information
  • In terms of knowledge creation, a vast new information commons is being created, which is increasingly out of the control of cognitive capitalism.
  • ...19 more annotations...
  • But notice that to do this, the system had to change, the core logic was no longer the same.
  • The emergence of the peer model of production, based on the non-rivalrous nature and virtually non-existent marginal cost of reproduction of digital information, and coupled with the increasing unenforceability of “intellectual property” laws, means that capital is incapable of realizing returns on ownership in the cognitive realm.
  • capital is becoming an a posteriori intervention in the realization of innovation, rather than a condition for its occurrence
  • 1) The creation of non-monetary value is exponential 2) The monetization of such value is linear
  • What this announces is a crisis of value, most such value is ‘beyond measure’, but also essentially a crisis of accumulation of capital.
  • more and more positive externalizations are created from the social field
  • “the core logic of the emerging experience economy, operating as it does in the world of non-rival exchange, is unlikely to have capitalism as its core logic.”
  • This takes the form both of “intellectual property” law, as well as direct subsidies from the taxpayer to the corporate economy
  • crisis of realization under state capitalism to capital’s growing dependence on the state to capture value from social production and redistribute it to private corporate owners
  • The state capitalist system will reach a point at which, thanks to the collapse of the portion of value comprised of rents on artificial property, the base of taxable value is imploding at the very time big business most needs subsidies to stay afloat.
  • We live in a political economy that has it exactly backwards. We believe that our natural world is infinite, and therefore that we can have an economic system based on infinite growth. But since the material world is finite, it is based on pseudo-abundance. And then we believe that we should introduce artificial scarcities in the world of immaterial production, impeding the free flow of culture and social innovation, which is based on free cooperation, by creating the obstacle of permissions and intellectual property rents protected by the state. What we need instead is a political economy based on a true notion of scarcity in the material realm, and a realization of abundance in the immaterial realm.
  • Brains and bodies still need others to produce value, but the others they need are not necessarily provided by capital and its capacities to organize production.
  • The household and informal economies have been allowed to function to the extent that they bear reproduction costs that would otherwise have to be internalized in wages; but they have been suppressed (as in the Enclosures) when they threaten to increase in size and importance to the point of offering a basis for independence from wage labor. “
  • increasing untenability of property rights in the information realm
  • there is no more outside.
  • one of intensive development, to grow in the immaterial field, and this is basically what the experience economy means
  • Innovation is becoming social and diffuse, an emergent property of the networks
  • failure of artificial abundance
  • failure of artificial scarcity
  • Kurt Laitner on 11 Jul 12
     
    the passing of the capitalist age
Tiberius Brastaviceanu

Dark Intellectual Property. Why We Need a Kickstarter for Patents - 0 views

www.wired.com/...need-a-kickstarter-for-patents

ip academia paper argument Tibi Greg university dark IP

shared by Tiberius Brastaviceanu on 06 Aug 13 - No Cached
  • “dark IP,” the intellectual property (IP) that remains on the shelf: undiscovered, unexplored, untapped
  • our ability to catch so much in the net by dragging the surface (to use Mike Bergman’s analogy) actually still misses the invisible wealth of what lies beneath.
  • But dark IP is different than the other hidden-depths knowledge since it’s also unfair. Because taxpayers paid for much of the research — whether basic understanding with long-term benefits or more applied research with shorter-term benefits — that now lies collecting dust on university shelves.
  • ...31 more annotations...
  • the people of the United States spent an average of nearly $40 billion every year supporting institutional research
  • 65 percent of invention disclosure bundles remain, on average, unlicensed and unused … each year.
  • ”…the street finds its own uses for things.”
  • most of the IP (much of which we paid for) isn’t actually on the street, where entrepreneurial folks can do something with it.
  • the overworked and understaffed tech transfer offices
  • their models
  • There’s not necessarily room for exploration and discovery
  • byzantine bureaucracy of large organizations
  • But let’s face it, there’s also the hoarding and the overprotecting
  • So much IP is generated that it’s far too much for any one entity to ever make sense of
  • very few people are aware of — let alone able to access — an invention outside the social circle of its inventors, the scientific community involved, or even the “crowd” that’s sometimes harnessed in open innovation
  • we need new ways of democratizing it
  • Not democratizing the IP itself — institutions should still own and generate profits from the intellectual property they’ve created — but democratizing the ways in which we allow this IP to be discovered and licensed.
  • idea contests
  • marketplaces
  • competitions to find uses for on-the-shelf IP
  • missing out on the transformative potential of what technology can do here
  • promoting new ways of interacting around intellectual property
  • Marblar, where I’m an advisor
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 06 Aug 13
       
      The guy is not entirely for open innovation but proposes an intermediary model to democratize the use of IP
  • This turns off the average entrepreneur, who doesn’t have the patience and bandwidth to engage in all the unnecessary overhead of searching, browsing, and licensing IP.
  • Many small startups don’t even bother with IP
  • Another missing piece is ways of allowing the crowd to interact with each other and decide which technologies should be licensed
  • bidding wars
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 06 Aug 13
       
      competitive dynamic for acquiring IP and using it effectively. This doesn't solve the problem, because some companies will still buy it for defensive purposes or block others from using it, unlike with truly open innovation. 
  • Most of the examples I listed above haven’t changed much over the past decade or broken into the mainstream.
  • why not a Kickstarter for IP?
  • Such a website would bring together not just funds and transactions, but communities — with their attendant feedback mechanisms — that are interested in creating something novel around unused patents.
  • such a model would help get the ideas of a few into the minds of many.
  • open up the currently closed shelf to virtual browsing
  • inventions are not only ‘filed’ or ‘granted’ but ‘browsed’ or ‘licensed’.
Francois Bergeron

All's Not Fair in Science and Publishing | The Scientist Magazine® - 0 views

www.the-scientist.com/?articles.view/articleNo/32287/title/All-s-Not-Fair-in-Science-and-Publishing/

open science paper

shared by Francois Bergeron on 02 Jan 13 - No Cached
  • My takeaway lesson was that the safest strategy was to divulge my results only after they were accepted for publication. And I’m sure I’m not the only one who feels this way. Science is too often a cutthroat venture, with publications as the currency for measuring one’s success. But with everyone keeping their findings secret until they have been approved by the peer-review process, aren’t we slowing the course of scientific discovery?
  • Scientists have failed to establish clear mores for crediting discoveries
  • Many believe that false attribution is actually increasing in frequency, likely motivated by the steady decrease in grant-funding rates.
  • ...2 more annotations...
  • Open Network
  • If scientific administrators aspire to accelerate innovation by encouraging team science, they must address this issue. Our university system should reward scientists who are honest and fair in their dealings with fellow investigators.  Specific protocols for guiding research and managing disagreements must be designed. Accurate laboratory records should reflect appropriate credit, and websites sponsored by international scientific organizations should be similarly designed to display accurate attribution of preliminary scientific discoveries. In addition, journals could post final drafts of papers before publication, allowing anonymous comments during a probationary period. If a substantive objection arises, the journal should require revisions or even reject the paper.
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