Group items tagged

The free-form model connotes more of a sense that all users are on the “same level," and that expertise will be universally recognized and deferred to.

the owner-centric authority model assumes the owner is the de facto expert in the topic at hand

In the case of the Wikipedia, the adherents of the owner-centric model, active in the pre-Wikipedia "Nupedia" model, lost out, and presumable, the success of Wikipedia has proven them wrong

dominance of difficult people, trolls, and their enablers

Far too much credence and respect accorded to people who in other Internet contexts would be labelled "trolls."

Wikipedia has, to its credit, done something about the most serious trolling and other kinds of abuse: there is an Arbitration Committee that provides a process whereby the most disruptive users of Wikipedia can be ejected from the project. But there are myriad abuses and problems that never make it to mediation, let alone arbitration.

most people working on Wikipedia--the constant fighting can be so off-putting as to drive them away

any person who can and wants to work politely with well-meaning

root problem: anti-elitism, or lack of respect for expertise.

Wikipedia lacks the habit or tradition of respect for expertise

nearly everyone with much expertise but little patience will avoid editing Wikipedia

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

the bell curve described the wealth and income distribution of American society

As the technology boom of the 1990s increased productivity, many assumed that the rising water level of the economy was raising all those middle class boats. But a different phenomenon has also occurred. The wealthy have gained substantially over the past two decades while the middle class has remained stagnant in real income, and the poor are simply poorer.

America is turning into a power-curve society: one where there are a relative few at the top and a gradually declining curve with a long tail of relatively poorer people.

For the first time since the end of World War II, the middle class is apparently doing worse, not better, than previous generations.

an alarming trend

What is the role of technology in these developments?

a sweeping look at the relationship between innovation and productivity

New Economy of Personal Information

Power-Curve Society

the future of jobs

the report covers the social, policy and leadership implications of the “Power-Curve Society,”

World Wide Web

as businesses struggle to come to terms with this revolution, a new set of structural innovations is washing over businesses, organizations and government, forcing near-constant adaptation and change. It is no exaggeration to say that the explosion of innovative technologies and their dense interconnections is inventing a new kind of economy.

the new technologies are clearly driving economic growth and higher productivity, the distribution of these benefits is skewed in worrisome ways.

the networked economy seems to be producing a “power-curve” distribution, sometimes known as a “winner-take-all” economy

Economic and social insecurity is widespread.

major component of this new economy, Big Data, and the coming personal data revolution fomenting beneath it that seeks to put individuals, and not companies or governments, at the forefront. Companies in the power-curve economy rely heavily on big databases of personal information to improve their marketing, product design, and corporate strategies. The unanswered question is whether the multiplying reservoirs of personal data will be used to benefit individuals as consumers and citizens, or whether large Internet companies will control and monetize Big Data for their private gain.

Why are winner-take-all dynamics so powerful?

appear to be eroding the economic security of the middle class

A special concern is whether information and communications technologies are actually eliminating more jobs than they are creating—and in what countries and occupations.

How is the power-curve economy opening up opportunities or shutting them down?

Is it polarizing income and wealth distributions? How is it changing the nature of work and traditional organizations and altering family and personal life?

many observers fear a wave of social and political disruption if a society’s basic commitments to fairness, individual opportunity and democratic values cannot be honored

what role government should play in balancing these sometimes-conflicting priorities. How might educational policies, research and development, and immigration policies need to be altered?

The Innovation Economy

Conventional economics says that progress comes from new infusions of capital, whether financial, physical or human. But those are not necessarily the things that drive innovation

What drives innovation are new tools and then the use of those new tools in new ways.”

at least 50 percent of the acceleration of productivity over these years has been due to ICT

economists have developed a number of proxy metrics for innovation, such as research and development expenditures.

Atkinson believes that economists both underestimate and overestimate the scale and scope of innovation.

Calculating the magnitude of innovation is also difficult because many innovations now require less capital than they did previously.

Others scholars

see innovation as going in cycles, not steady trajectories.

A conventional approach is to see innovation as a linear, exponential phenomenon

leads to gross errors

Atkinson

believes that technological innovation follows the path of an “S-curve,” with a gradual increase accelerating to a rapid, steep increase, before it levels out at a higher level. One implication of this pattern, he said, is that “you maximize the ability to improve technology as it becomes more diffused.” This helps explain why it can take several decades to unlock the full productive potential of an innovation.

innovation keeps getting harder. It was pretty easy to invent stuff in your garage back in 1895. But the technical and scientific challenges today are huge.”

costs of innovation have plummeted, making it far easier and cheaper for more people to launch their own startup businesses and pursue their unconventional ideas

innovation costs are plummeting

Atkinson conceded such cost-efficiencies, but wonders if “the real question is that problems are getting more complicated more quickly than the solutions that might enable them.

we may need to parse the different stages of innovation: “The cost of innovation generally hasn’t dropped,” he argued. “What has become less expensive is the replication and diffusion of innovation.”

what is meant by “innovation,”

“invention plus implementation.”

A lot of barriers to innovation can be found in the lack of financing, organizational support systems, regulation and public policies.

90 percent of innovation costs involve organizational capital,”

there is a serious mismatch between the pace of innovation unleashed by Moore’s Law and our institutional and social capacity to adapt.

This raises the question of whether old institutions can adapt—or whether innovation will therefore arise through other channels entirely. “Existing institutions are often run by followers of conventional wisdom,”

The best way to identify new sources of innovation, as Arizona State University President Michael Crow has advised, is to “go to the edge and ignore the center.”

Paradoxically, one of the most potent barriers to innovation is the accelerating pace of innovation itself.

Institutions and social practice cannot keep up with the constant waves of new technologies

“We are moving into an era of constant instability,”

“and the half-life of a skill today is about five years.”

Part of the problem, he continued, is that our economy is based on “push-based models” in which we try to build systems for scalable efficiencies, which in turn demands predictability.

The real challenge is how to achieve radical institutional innovations that prepare us to live in periods of constant two- or three-year cycles of change. We have to be able to pick up new ideas all the time.”

pace of innovation is a major story in our economy today.

The App Economy consists of a core company that creates and maintains a platform (such as Blackberry, Facebook or the iPhone), which in turn spawns an ecosystem of big and small companies that produce apps and/or mobile devices for that platform

tied this success back to the open, innovative infrastructure and competition in the U.S. for mobile devices

standard

The App Economy illustrates the rapid, fluid speed of innovation in a networked environment

crowdsourcing model

winning submissions are

globally distributed in an absolute sense

problem-solving is a global, Long Tail phenomenon

As a technical matter, then, many of the legacy barriers to innovation are falling.

small businesses are becoming more comfortable using such systems to improve their marketing and lower their costs; and, vast new pools of personal data are becoming extremely useful in sharpening business strategies and marketing.

Another great boost to innovation in some business sectors is the ability to forge ahead without advance permission or regulation,

“In bio-fabs, for example, it’s not the cost of innovation that is high, it’s the cost of regulation,”

This notion of “permissionless innovation” is crucial,

“In Europe and China, the law holds that unless something is explicitly permitted, it is prohibited. But in the U.S., where common law rather than Continental law prevails, it’s the opposite

Donald Davidson

an action

is something an agent does that was ‘intentional under some description,’

there have been many attempts to map the relations between intentions for the future, acting intentionally, and acting with a certain intention.

There has been a notable or notorious debate about whether the agent's reasons in acting are causes of the action

rendered the action intelligible in his eyes

things that merely happen

things they genuinely do

distinction between

the doings, are the acts or actions of the agent

what distinguishes an action from a mere happening or occurrence?

An agent performs activity that is directed at a goal

adopted on the basis of an overall practical assessment of his options and opportunities

awareness

that he is performing the activity

and that the activity is aimed by him at such-and-such a chosen end

It is frequently noted that the agent has some sort of immediate awareness of his physical activity and of the goals that the activity is aimed at realizing.

‘knowledge without observation.’

It is also important to the concept of ‘goal directed action’ that agents normally implement a kind of direct control or guidance over their own behavior.

For many years, the most intensely debated topic in the philosophy of action concerned the explanation of intentional actions in terms of the agent's reasons for acting

Davidson and other action theorists defended the position that reason explanations are causal explanations

In the foregoing, reference has been made to explanations of actions in terms of reasons, but recent work on agency has questioned whether contemporary frameworks for the philosophy of action have really articulated the way in which an agent's desires and other pro-attitudes have the distinctive force of reasons in the setting of these ordinary explanations

the owner-centric model

permission of a specific ‘owner’ who has to defend the integrity of his module.

different assumptions and effects.

The free-form model connotes more of a sense that all users are on the “same level," and that expertise will be universally recognized and deferred to

the creator of an entry is spared the trouble of reviewing every change before it is integrated, as well as the need to perform the integration

the owner-centric authority model assumes the owner is the de facto expert in the topic at hand,

and all others must defer to them.

the owner must review all modification proposals, and take the time to integrate the good ones.

The owner-centric model is better for quality, but takes more time, while the free-form model increases scope of coverage and is very fast.

'equipotentiality'

rules are generated within the community itself, though mostly in the early phases. After a while, they tend to consolidate and they are a given for the new participants who come later

a process of socialization is crucial to eventual acceptance . The process is akin to the tradition of artisanship, which has been used in the three-degree system of original freemasonry as well: apprentice, companion (fellow craft), master. But it is implied rather than formalized.

Crucial to the success of many collaborative projects is their implementation of the reputation schemes.

cognitive perspective

continuous process integrated in the interaction with the environment

normative perspective

logic of decision making

and rationality

decision making is a reasoning or emotional process which can be rational or irrational, can be based on explicit assumptions or tacit assumptions.

Logical decision making

making informed decisions

recognition primed decision approach

without weighing alternatives

integrated uncertainty into the decision making process

A major part of decision making involves the analysis of a finite set of alternatives described in terms of some evaluative criteria.

multi-criteria decision analysis (MCDA) also known as multi-criteria decision making (MCDM).

differentiate between problem analysis and decision making

Problem analysis must be done first, then the information gathered in that process may be used towards decision making.[4]

decision making techniques people use in everyday life

Pros and Cons

Simple Prioritization:

Decision-Making Stages

Orientation stage

Conflict stage

Emergence stage

Reinforcement stage

Decision-Making Steps

Outline your goal and outcome

Gather data

Brainstorm to develop alternatives

List pros and cons of each alternative

Make the decision

take action

Learn from, and reflect on the decision making

Cognitive and personal biases

Selective search for evidence

Premature termination of search for evidence

Inertia

Selective perception

Wishful thinking or optimism bias

Choice-supportive bias

Recency

Repetition bias

Anchoring and adjustment

Group think – Peer pressure

Source credibility bias

Incremental decision making and escalating commitment

Attribution asymmetry

Role fulfillment

Underestimating uncertainty and the illusion of control

a person's decision making process depends to a significant degree on their cognitive style

thinking and feeling; extroversion and introversion; judgment and perception; and sensing and intuition.

someone who scored near the thinking, extroversion, sensing, and judgment

would tend to have a logical, analytical, objective, critical, and empirical decision making style.

national or cross-cultural differences

distinctive national style of decision making

human decision-making is limited by available information, available time, and the information-processing ability of the mind.

two cognitive styles: maximizers

satisficers