When you snap the bricks together, you don't need a ruler to play Lego; the geometry comes from the parts
Group items tagged
1More
shared by Steve Bosserman on 24 May 12
- No Cached
A blood test without needles: Optical microscopy looks directly at blood cells through ... - 0 views
www.patexia.com/...ells-through-the-skin-20120523
sensor_technology optical_microscopy single_cell_analysis
shared by Steve Bosserman on 24 May 12
- No Cached
84More
shared by Kurt Laitner on 17 Feb 15
- No Cached
Digital Reality | Edge.org - 0 views
edge.org/...il_gershenfeld-digital-reality
*neilgershenfeld fab labs IoT molecular computing nano star trek replicator
shared by Kurt Laitner on 17 Feb 15
- No Cached
-
-
first attribute is metrology that comes from the parts
-
digitizing composites into little linked loops of carbon fiber instead of making giant pieces
- ...75 more annotations...
-
In a 3D printer today, what you can make is limited by the size of the machine. The geometry is external
-
is the Lego tower is more accurate than the child because the constraint of assembling the bricks lets you detect and correct errors
-
That's the exponential scaling for working reliably with unreliable parts
-
Because the parts have a discrete state, it means in joining them you can detect and correct errors
-
detect and correct state to correct errors to get an exponential reduction in error, which gives you an exponential increase in complexity
-
The next one is you can join Lego bricks made out of dissimilar materials.
-
The last one is when you're done with Lego you don't put it in the trash; you take it apart and reuse it because there's state in the materials. In a forest there's no trash; you die and your parts get disassembled and you're made into new stuff. When you make a 3D print or laser cut, when you're done there's recycling attempts but there's no real notion of reusing the parts
-
The metrology coming from the parts, detecting and correcting errors, joining dissimilar materials, disconnecting, reusing the components
-
On the very smallest scale, the most exciting work on digital fabrication is the creation of life from scratch. The cell does everything we're talking about. We've had a great collaboration with the Venter Institute on microfluidic machinery to load designer genomes into cells. One step up from that we're developing tabletop chip fab instead of a billion dollar fab, using discrete assembly of blocks of electronic materials to build things like integrated circuits in a tabletop process
-
a child can make a Lego structure bigger than themself
-
There's a series of books by David Gingery on how to make a machine shop starting with charcoal and iron ore.
-
There are twenty amino acids. With those twenty amino acids you make the motors in the molecular muscles in my arm, you make the light sensors in my eye, you make my neural synapses. The way that works is the twenty amino acids don't encode light sensors, or motors. They’re very basic properties like hydrophobic or hydrophilic. With those twenty properties you can make you. In the same sense, digitizing fabrication in the deep sense means that with about twenty building blocks—conducting, insulating, semiconducting, magnetic, dielectric—you can assemble them to create modern technology
-
By discretizing those three parts we can make all those 500,000 resistors, and with a few more parts everything else.
-
Now, there's a casual sense, which means a computer controls something to make something, and then there's the deep sense, which is coding the materials. Intellectually, that difference is everything but now I'm going to explain why it doesn't matter.
-
Then in turn, the next surprise was they weren't there for research, they weren't there for theses, they wanted to make stuff. I taught additive, subtractive, 2D, 3D, form, function, circuits, programming, all of these skills, not to do the research but just using the existing machines today
-
What they were answering was the killer app for digital fabrication is personal fabrication, meaning, not making what you can buy at Walmart, it’s making what you can't buy in Walmart, making things for a market of one person
-
The minicomputer industry completely misread PCs
-
the Altair was life changing for people like me. It was the first computer you could own as an individual. But it was almost useless
-
It was hard to use but it brought the cost from a million dollars to 100,000 and the size from a warehouse down to a room. What that meant is a workgroup could have one. When a workgroup can have one it meant Ken Thompson and Dennis Ritchie at Bell Labs could invent UNIX—which all modern operating systems descend from—because they didn't have to get permission from a whole corporation to do it
-
At the PC stage what happened is graphics, storage, processing, IO, all of the subsystems got put in a box
-
To line that up with fabrication, MIT's 1952 NC Mill is similar to the million-dollar machines in my lab today. These are the mainframes of fab. You need a big organization to have them. The fab labs I'll tell you about are exactly analogous to the cost and complexity of minicomputers. The machines that make machines I'll tell you about are exactly analogous to the cost and complexity of the hobbyist computers. The research we're doing, which is leading up to the Star Trek Replicator, is what leads to the personal fabricator, which is the integrated unit that makes everything
-
conducting, resistive, insulating.
-
The fab lab is 2 tons, a $100,000 investment. It fills a few thousand square feet, 3D scanning and printing, precision machining, you can make circuit boards, molding and casting tooling, computer controlled cutting with a knife, with a laser, large format machining, composite layup, surface mount rework, sensors, actuators, embedded programming— technology to make technology.
-
Ten years you can just plot this doubling. Today, you can send a design to a fab lab and you need ten different machines to turn the data into something. Twenty years from now, all of that will be in one machine that fits in your pocket.
-
We've been living with this notion that making stuff is an illiberal art for commercial gain and it's not part of the means of expression. But, in fact, today, 3D printing, micromachining, and microcontroller programming are as expressive as painting paintings or writing sonnets but they're not means of expression from the Renaissance. We can finally fix that boundary between art and artisans
-
You don't go to a fab lab to get access to the machine; you go to the fab lab to make the machine.
-
Over the next maybe five years we'll be transitioning from buying machines to using machines to make machines. Self-reproducing machines
-
But they still have consumables like the motors, and they still cut or squirt. Then the interesting transition comes when we go from cutting or printing to assembling and disassembling, to moving to discretely assembled materials
-
because if anybody can make anything anywhere, it challenges everything
-
-
Now, the biggest surprise for me in this is I thought the research was hard. It's leading to how to make the Star Trek Replicator. The insight now is that's an exercise in embodied computation—computation in materials, programming their construction. Lots of work to come, but we know what to do
-
And that's when you do tabletop chip fab or make airplanes. That's when technical trash goes away because you can disassemble.
-
irritated by the maker movement for the failure in mentoring
-
At something like a Maker Faire, there's hall after hall of repeated reinventions of bad 3D printers and there isn't an easy process to take people from easy to hard
-
We started a project out of desperation because we kept failing to succeed in working with existing schools, called the Fab Academy. Now, to understand how that works, MIT is based on scarcity. You assume books are scarce, so you have to go there for the library; you assume tools are scarce, so you have to go there for the machines; you assume people are scarce, so you have to go there to see them; and geography is scarce. It adds up to we can fit a few thousand people at a time. For those few thousand people it works really well. But the planet is a few billion people. We're off by six orders of magnitude.
-
Next year we're starting a new class with George Church that we've called "How to Grow Almost Anything", which is using fab labs to make bio labs and then teach biotech in it. What we're doing is we're making a new global kind of university
-
Amusingly, I went to my friends at Educause about accrediting the Fab Academy and they said, "We love it. Where are you located?" And I said, "Yes" and they said, "No." Meaning, "We're all over the earth." And they said, "We have no mechanism. We're not allowed to do that. There's no notion of global accreditation."
-
Then they said something really helpful: "Pretend."
-
Once you have a basic set of tools, you can make all the rest of the tools
-
The way the Fab Academy works, in computing terms, it's like the Internet. Students have peers in workgroups, with mentors, surrounded by machines in labs locally. Then we connect them globally by video and content sharing and all of that. It's an educational network. There are these critical masses of groups locally and then we connect them globally
-
You still have Microsoft or IBM now but, with all respect to colleagues there, arguably that's the least interesting part of software
-
To understand the economic and social implications, look at software and look at music to understand what's happening now for fabrication
-
There's a core set of skills a place like MIT can do but it alone doesn't scale to a billion people. This is taking the social engineering—the character of MIT—but now doing it on this global scale.
-
Mainframes didn't go away but what opened up is all these tiers of software development that weren't economically viable
-
If you look at music development, the most interesting stuff in music isn't the big labels, it's all the tiers of music that weren't viable before
-
You can make music for yourself, for one, ten, 100, 1,000, a million. If you look at the tracks on your device, music is now in tiers that weren't economically viable before. In that example it's a string of data and it becomes a sound. Now in digital fab, it's a string of data and it becomes a thing.
-
What is work? For the average person—not the people who write for Edge, but just an average person working—you leave home to go to a place you'd rather not be, doing a repetitive operation you'd rather not do, making something designed by somebody you don't know for somebody you'll never see, to get money to then go home and buy something. But what if you could skip that and just make the thing?
-
-
It took about ten years for the dot com industry to realize pretty much across the board you don't directly sell the thing. You sell the benefits of the thing
-
2016 it's in Shenzhen because they're pivoting from mass manufacturing to enabling personal fabrication. We've set Shenzhen as the goal in 2016 for Fab Lab 2.0, which is fab labs making fab labs
-
To rewind now, you can send something to Shenzhen and mass manufacture it. There's a more interesting thing you can do, which is you go to market by shipping data and you produce it on demand locally, and so you produce it all around the world.
-
But their point was a lot of printers producing beautiful pages slowly scales if all the pages are different
-
In the same sense it scales to fabricate globally by doing it locally, not by shipping the products but shipping the data.
-
It doesn't replace mass manufacturing but mass manufacturing becomes the least interesting stuff where everybody needs the same thing. Instead, what you open up is all these tiers that weren't viable before
-
There, they consider IKEA the enemy because IKEA defines your taste. Far away they make furniture and flat pack it and send it to a big box store. Great design sense in Barcelona, but 50 percent youth unemployment. A whole generation can't work. Limited jobs. But ships come in from the harbor, you buy stuff in a big box store. And then after a while, trucks go off to a trash dump. They describe it as products in, trash out. Ships come in with products, trash goes out
-
-
The bits come and go, globally connected for knowledge, but the atoms stay in the city.
-
instead of working to get money to buy products made somewhere else, you can make them locally
-
this may solve greece's problem, walk away from debt, you can't buy other people's (country's) stuff anymore, so make it all yourself
-
-
The biggest tool is a ShotBot 4'x8'x1' NC mill, and you can make beautiful furniture with it. That's what furniture shops use
-
Anything IKEA makes you can make in a fab lab
-
it means you can make many of the things you consume directly rather than this very odd remote economic loop
-
the most interesting part of the DIY phone projects is if you're making a do-it-yourself phone, you can also start to make the things that the phones talk to. You can start to build your own telco providers where the users provide the network rather than spending lots of money on AT&T or whoever
-
Traditional manufacturing is exactly replaying the script of the computer companies saying, "That's a toy," and it's shining a light to say this creates entirely new economic activity. The new jobs don't come back to the old factories. The ability to make stuff on demand is creating entirely new jobs
-
To keep playing that forward, when I was in Barcelona for the meeting of all these labs hosted by the city architect and the city, the mayor, Xavier Trias, pushed a button that started a forty-year countdown to self-sufficiency. Not protectionism
-
I need high-torque efficient motors with integrated lead screws at low cost, custom-produced on demand. All sorts of the building blocks that let us do what I'm doing currently rest on a global supply chain including China's manufacturing agility
-
The short-term answer is you can't get rid of them because we need them in the supply chain. But the long-term answer is Shenzhen sees the future isn't mass producing for everybody. That's a transitional stage to producing locally
-
My description of MIT's core competence is it's a safe place for strange people
-
The real thing ultimately that's driving the fab labs ... the vacuum we filled is a technical one. The means to make stuff. Nobody was providing that. But in turn, the spaces become magnets. Everybody talks about innovation or knowledge economy, but then most things that label that strangle it. The labs become vehicles for bright inventive people who don't fit locally. You can think about the culture of MIT but on this global scale
-
My allegiance isn't to any one border, it's to the brainpower of the planet and this is building the infrastructure to scale to that brainpower
-
If you zoom from transistors to microcode to object code to a program, they don't look like each other. But if we take this room and go from city, state, country, it's hierarchical but you preserve geometry
-
Computation violates geometry unlike most anything else we do
-
The reason that's so important for the digital fabrication piece is once we build molecular assemblers to build arbitrary systems, you don't want to then paste a few lines of code in it. You need to overlay computation with geometry. It's leading to this complete do-over of computer science
-
If you take digital fab, plus the real sense of Internet of Things—not the garbled sense—plus the real future of computing aligning hardware and software, it all adds up to this ability to program reality
-
I run a giant video infrastructure and I have collaborators all over the world that I see more than many of my colleagues at MIT because we're all too busy on campus. The next Silicon Valley is a network, it's not a place. Invention happens in these networks.
-
When Edwin Land was kicked out of Polaroid, he made the Rowland Institute, which was making an ideal research institute with the best facilities and the best people and they could do whatever they want. But almost nothing came from it because there was no turnover of the gene pool, there was no evolutionary pressure.
-
the wrong way to do research, which is to believe there's a privileged set of people that know more than anybody else and to create a barrier that inhibits communication from the inside to the outside
-
you need evolutionary pressure, you need traffic, you need to be forced to deal with people you don't think you need to encounter, and you need to recognize that to be disruptive it helps to know what people know
-
For me the hardest thing isn't the research. That's humming along nicely. It's that we're finding we have to build a completely new kind of social order and that social entrepreneurship—figuring out how you live, learn, work, play—is hard and there's a very small set of people who can do that kind of organizational creation.
-
-
what is heavy is local, what is light is global, and increasingly manufacturing is being recreated along this principle
84More
Designing the Void | Management Innovation eXchange - 0 views
-
-
This is about self-organization, putting in place bounderies and internal mechanisms to make the the system self-organize into something desirable. You can see this from a game theory perspective - how to set a game which will drive a specific human behavior. -
This is about self-organization, putting in place bounderies and internal mechanisms to make the the system self-organize into something desirable. You can see this from a game theory perspective - how to set a game which will drive a specific human behavior.
-
-
-
Very similar to SENSORICA, an environment of entrepreneurs. The argument against this is that not everyone is a risk taker or has initiative. The answer to it is that not every role in the organization requires that.
-
Very similar to SENSORICA, an environment of entrepreneurs. The argument against this is that not everyone is a risk taker or has initiative. The answer to it is that not every role in the organization requires that.
-
-
The system is not made up of artifacts but rather an elegantly designed void. He says “I prefer to use the analogy of rescuing an endangered species from extinction, rather than engaging in an invasive breeding program the focus should be on the habitat that supports the species. Careful crafting of the habitat by identifying the influential factors; removing those that are detrimental, together with reinforcing those that are encouraging, the species will naturally re-establish itself. Crafting the habitat is what I mean by designing the void.”
- ...75 more annotations...
-
It is essential that autonomy is combined with responsibility.
-
staff typically manage the whole work process from making sales, manufacture, accounts, to dispatch
-
they are also responsible for managing their own capitalization; a form of virtual ownership develops. Everything they need for their work, from office furniture to high-end machinery will appear on their individual balance sheet; or it will need to be bought in from somewhere else in the company on a pay-as-you go or lease basis. All aspects of the capital deployed in their activities must be accounted for and are therefore treated with the respect one accords one’s own property.
-
-
So they have a value accounting system, like SENSORICA, where they log "uses" and "consumes".
-
-
So they have a value accounting system, like SENSORICA, where they log "uses" and "consumes".
-
-
The result is not simply a disparate set of individuals doing their own thing under the same roof. Together they benefit from an economy of scale as well as their combined resources to tackle large projects; they are an interconnected whole. They have in common a brand, which they jointly represent, and also a business management system (the Say-Do-Prove system) - consisting not only of system-wide boundaries but also proprietary business management software which helps each take care of the back-end accounting and administrative processing. The effect is a balance between freedom and constraint, individualism and social process.
-
embodiment of meaning
-
But culture is a much more personal phenomenon
-
Culture is like climate- it does not exist in and of itself- it cannot exist in a vacuum, it must exist within a medium.
-
underlying culture
-
Incompatibility between the presenting culture and the underlying one provide a great source of tension
-
The truth of course is that when tension builds to a critical level it takes just a small perturbation to burst the bubble and the hidden culture reveals itself powered by the considerable pent-up energy.
-
-
SENSORICA had this problem of different cultures, and it caused the 2 crisis in 2014.
-
SENSORICA had this problem of different cultures, and it caused the 2 crisis in 2014.
-
-
Consider again the idea that for the health of an endangered species; the conditions in their habitat must be just right. In business, the work environment can be considered analogous to this idea of habitat.
-
A healthy environment is one that provides a blank canvas; it should be invisible in that it allows culture to be expressed without taint
-
The over-arching, high-level obligations are applied to the organization via contractual and legal terms.
-
But it is these obligations that the traditional corporate model separates out into functions and then parcels off to distinct groups. The effect is that a clear sight of these ‘higher’ obligations by the people at the front-end is obstructed. The overall sense of responsibility is not transmitted but gets lost in the distortions, discontinuities and contradictions inherent in the corporate systems of hierarchy and functionalization.
-
employees are individually rewarded for their contribution to each product. They are not “compensated” for the hours spent at work. If an employee wants to calculate their hourly rate, then they are free to do so however, they are only rewarded for the outcome not the duration of their endeavors.
-
Another simplification is the application of virtual accounts (Profit and Loss (P&L) account and Balance Sheet) on each person within the business.
-
The company systems simply provide a mechanism for cheaply measuring the success of each individual’s choices. For quality the measure is customer returns, for delivery it is an on-time-and-in-full metric and profit is expressed in terms of both pounds sterling and ROI (return on investment).
-
-
-
The innumerable direct links back to an external reality -like the fragile ties that bound giant Gulliver, seem much more effective at aligning the presenting culture and the underlying embodied culture, and in doing so work to remove the existing tension.
-
With a culture that responds directly to reality, the rules in the environment can be “bounding” rather than “binding”- limiting rather than instructive; this way individual behavior need not be directed at all. The goal is to free the individual to express himself fully through his work, bounded only by the limits of the law. With clever feedback (self-referencing feedback loops) integrated into the design, the individuals can themselves grow to collectively take charge of the system boundaries, culture and even the environment itself, always minded of the inherent risks they are balancing, leaving the law of the land as the sole artificial boundary.
-
the conventional company, which, instead of rewarding enterprise, trains compliance by suppressing individual initiative under layer upon layer of translation tools.
-
apply accountability to the individual not command-and-control.
-
without the divisive and overbearing management cabal the natural reaction of humans is to combine their efforts
-
a new member of staff at Matt Black Systems
-
recruited by another staff member (sponsor) and they will help you learn the basics of the business management system- they will help you get to know the ropes.
-
jobs are passed to new staff members, a royalty payment can be established on the work passed over.
-
Along with that job you will be given a cash float (risk capital), P&L Account, a Balance Sheet and computer software to help plan and record your activities. Your operation is monitored by your sponsor to see if you increase the margin or volume, and so establish a sustainable operation. Training and mentoring is provided to support the steep learning curve - but without removing the responsibility of producing a return on the sponsor’s risk capital.
-
You will, in the meantime be looking to establish some of your own work for which you will not have to pay a commission or royalty to your sponsor and this will provide you with more profitable operations such that eventually you might pass back to the sponsor the original operation, as it has become your lowest margin activity. It will then find its way to a new employee (along with the associated Balance Sheet risk capital) where the process is repeated by the sponsor.[4]
-
Remuneration for staff is calibrated in a way that reflects the balance of different forces around ‘pay’
-
there is an obligation upon the company to pay a minimum wage even if the profitability of the operation does not support this
-
there are therefore two aspects of the basic pay structure: one is “absolute” and reflects the entrepreneurial skill level of the employee according to a sophisticated grading scale
-
A further 20% of the original profit will be paid into his risk capital account, which will be his responsibility to deploy in any way he sees fit as part of his Balance Sheet. Of the three remaining 20% slices of the original profit, one is paid out as corporation tax, another as a dividend to the shareholders and the last retained as collective risk capital on the company’s balance sheet- a war chest so to speak.
-
Julian Wilson and Andrew Holm sell products / services to their staff (such as office space and software) they have an identical customer/supplier relationship with the other employees.
-
Naturally there are some people that can’t generate a profit. The sponsor’s risk capital will eventually be consumed through pay. After a process of rescue and recovery- where their shortcomings are identified and they are given the opportunity to put them right, they either improve or leave, albeit with a sizeable increase in their skills.
-
there is a gradual process of accustomisation; the void of the new employee is surrounded by others dealing with their particular activities, offering both role models and operations they may wish to relinquish. One step at a time the new employee acquires the skills to become completely self-managing, to increase their margins, to make investments, to find new business, to become a creator of their own success. Ultimately, they learn to be an entrepreneur.
-
responsible autonomy as an alternative vision to traditional hierarchy
-
Matt Black Systems it is not simply commitment that they targeted in their employees, rather they aim for the specific human qualities they sum up as magic- those of curiosity, imagination, creativity, cooperation, self-discipline and realization (bringing ideas to reality).
-
a new form of association of individuals working together under the umbrella of a company structure: a kind of collective autonomy
-
The business is called Matt Black Systems, based in Poole in dorset
-
Turning an organisation on its head- removing all management, establishing a P&L account and Balance Sheet on everyone in the organisation and having customers payment go first into the respective persons P&L account has revolutionised this company.
-
This innovative company’s approach views business success as wholly reliant upon human agency, and its wellspring at the individual level.
-
problem (of unnecessarily high overheads placed on production) that arguably is behind the decline in western manufacturing
-
over-managed business
-
Autonomy Enables Productivity
-
organizational design brings to light the unconscious socio-philosophical paradigm of the society in which it exists, organizational development points to how change occurs.
-
a mechanistic approach to organization
-
scientific management employs rationalism and determinism in pursuit of efficiency, but leaves no place for self-determination for most people within the system.
-
Command and Control
-
today, a really “modern” view of an organization is more likely to be depicted in terms that are akin to an organism.
-
When it comes to getting work done, the simple question is: are people the problem or the solution?
-
the Taylorist approach may be more real in theory than in practice: its instrumentalist view of the workforce is cursed by unintended consequences. When workers have no space for their own creative expression, when they are treated like automata not unique individuals, when they become demotivated and surly, when they treat their work as a necessary evil; this is no recipe for a functional organization.
-
The natural, human reaction to this is unionization, defiance and even outright rebellion; to counter this, management grows larger and more rigid in pursuit of compliance, organizations become top heavy with staff who do not contribute directly to the process of value creation but wield power over those who do.
-
voluntary slavery of ‘wagery’
-
Even when disgruntled employees strike free and start their own businesses they seem unable to resist the hegemony of the conventional command-and-control approach
-
Making the transition involves adherence to a whole new sociology of work with all the challenging social and psychological implications that brings.
-
first principal that people in the business have the ability to provide the solution
-
In the “theory of constraints” the goal is to align front-line staff into a neat, compact line for maximum efficiency. Surely the most considered approach is to have front-line staff self-align in pursuit of their individual goals?
-
The removal of hierarchy and specialization is key to a massive improvement in both profitability and productivity. In summary: there are no managers in the company, or foremen, or sales staff, or finance departments; the company is not functionally compartmentalized and there is no hierarchy of command. In fact every member of staff operates as a virtual micro-business with their own Profit & Loss account and Balance Sheet, they manage their own work and see processes through from end to end
-
Formal interaction between colleagues takes place via “customer and supplier” relationships.
-
autonomy enables productivity
-
if one creates a space in which staff pursue their own goals and are not paid by the hour, they will focus on their activities not the clock; if they are not told what to do, they will need to develop their own initiative; if they are free to develop their own processes, they will discover through their own creative faculties how to work more productively- in pursuit of their goals
-
The human qualities which are of greatest potential value to the business are: curiosity, imagination, creativity, cooperation, self-discipline and realization (bringing ideas to reality)
-
These qualities are the very ones most likely to be withheld by an individual when the environment is ‘wrong’.
-
Any elements in the business environment that undermine the autonomy and purpose of the individual will see the above qualities withheld
-
High on the list of undermining elements come power-hierarchy and over-specialization
-
the responsibility of the individual is formalized, specified and restricted. An improved system is not one where responsibility is distributed perfectly but rather one where there is simply no opportunity for responsibility to be lost (via the divisions between the chunks). Systems must be reorganized so responsibility -the most essential of qualities -is protected and wholly preserved.
-
Matt Black Systems believe this can only be done by containing the whole responsibility within an individual, holding them both responsible and giving them ‘response-ability’
-
The experience of Matt Black Systems demonstrates that radical change is possible
-
productivity is up 300%, the profit margin is up 10%[3], customer perception has shifted from poor to outstanding, product returns are at less than 1%, “on time and in full” delivery is greater than 96%, pay has increased 100%.
-
staff develop broader and deeper skills and feel greater job security; they get direct feedback from their customers which all go to fuel self-confidence and self-esteem.
-
the staff manage themselves
-
“only variety can absorb variety”.
-
What is particular about their story is that behind it is a very consciously crafted design that surrounds the individualism of each person with hard boundaries of the customer, the law and the business. It is these boundaries rather than the instructive persona of ‘the boss’ that gives rise to the discipline in which individuals can develop. Autonomy is not the same as freedom, at least not in the loose sense of ‘do as you please’. An autonomous person is a person who has become self-governing, who has developed a capacity for self-regulation, quite a different notion from the absence of boundaries. Indeed, it is with establishing the right boundaries that the business philosophy is most concerned. The company provides the crucible in which the individual can develop self-expression but the container itself is bounded. Wilson calls this “designing the void”. This crucible is carefully constructed from an all-encompassing, interconnecting set of boundaries that provide an ultimate limit to behaviours (where they would fall foul of the law or take risks with catastrophic potential). It is an illusion to think, as a director of a company, that you are not engaged in a process of social conditioning; the basis of the culture is both your responsibility and the result of your influence. The trick is to know what needs to be defined and what needs to be left open. The traditional authoritarian, controlling characters that often dominate business are the antithesis of this in their drive to fill this void with process, persona and instruction. Alternatively, creating an environment that fosters enterprise, individuals discover how to be enterprising.
1More
shared by Tiberius Brastaviceanu on 23 Jan 23
- No Cached
Ceramic Network - Let your data flow - 2 views
ceramic.network
IoPA organization tech level web3 identity network ecosystem Ceramic's permissionless data streaming you can store streams of information and ever-changing files directly on the decentralized web - share updates with anyone in world
shared by Tiberius Brastaviceanu on 23 Jan 23
- No Cached
-
With Ceramic's permissionless data streaming network, you can store streams of information and ever-changing files directly on the decentralized web - and share updates with anyone in the world
11More
Smart contracts · FellowTraveler/Open-Transactions Wiki · GitHub - 0 views
-
Once voting groups are someday eventually added to OT, they will also be able to act as parties to agreements, and they will be able to take a vote in order to change their own bylaws!
-
-
Scripted clauses can also be configured to trigger on certain events.
-
Smart contracts are most distinguished by the fact that they can have scriptable clauses
- ...7 more annotations...
-
The script code is unable to manipulate any assets excepting those explicitly declared beforehand on the smart contract,
-
Not only can the smart contract move_funds() between these declared accounts, as its script logic dictates, but it can also stash_funds() directly inside the contract itself!
-
A smart contract can be activated, after which point it takes on a “life of its own”
-
You can also define variables in your smart contract, which persist through its entire lifetime. As the smart contract—including its internal state—continues to process over time, receipts will continue to drop into the relevant parties’ inboxes,
-
A signed copy of the original smart contract shows it as it was, when the parties first signed and activated it. Additionally, a server-signed, updated version of the contract comes with each receipt, showing the latest state
-
Once the contract expires (or is deactivated) then a finalReceipt is dropped into all relevant inboxes, after which no other receipts are possible for that smart contract.
-
Let’s say a party needs to DIRECTLY trigger one of the clauses on the contract. (Instead of waiting around for it to trigger automatically based on some rule.) For example, perhaps an escrow user wishes to execute a clause in order to DISPUTE THE OUTCOME, or perhaps an arbitrator wishes to activate a clause in order to RENDER A JUDGMENT. OT’s smart contracts can do precisely these sorts of things, limited only by your imagination (and my pre-alpha code.)
1More
g.Sensors - measure physiological and physical signals, connect directly to the amplifi... - 0 views
-
"Limb Movements This piezo-electric sensor is placed on the ankle to detect movements of the feet during sleep. For investigation of restless leg syndrome (RLS) and periodic limb movements (PLM)."
47More
shared by Tiberius Brastaviceanu on 03 May 11
- Cached
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
72More
shared by Tiberius Brastaviceanu on 03 May 11
- No Cached
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.
34More
Proposal - Food SFS-08-2014 - 1 views
-
development of more resource-efficient and sustainable food production and processing
-
competitive and innovative
-
-
We are proposing collaborative ways, here the accent is put on competitive ways
-
We are proposing collaborative methods. Here, the accent is put on COMPETITIVE ways for a "sustainable circular economy"
-
- ...29 more annotations...
-
reduction in water and energy use
-
gas emissions and waste generation
-
improving the efficiency
-
ensuring or improving shelf life, food safety and quality
-
competitive eco-innovative processes should be developed
-
sustainable circular economy
-
Intellectual Property (IP)
-
In phase 1, a feasibility study
-
technological/practical as well as economic viability of an innovation idea/concept with considerable novelty to the industry sector
-
to establish a solid high-potential innovation project
-
increase profitability of the enterprise through innovation
-
increase the return in investment in innovation activities
-
The proposal should contain an initial business plan based on the proposed idea/concept.
-
apply to phase 1 with a view to applying to phase 2 at a later date, or directly to phase 2.
-
EUR 50,000. Projects should last around 6 months
-
-
Phase 1 has a classical language. We would need to mask our true identity and beliefs writing this grant proposal. I don't think it's for us... But this is only my opinion.
-
-
In phase 2, innovation projects will be supported that address the specific challenge of Sustainable Food Security
-
demonstrate high potential in terms of company competitiveness and growth underpinned by a strategic business plan
-
-
This is more about individual companies and their competitive advantage. Not about networks and not about collaboration and sharing.
-
Moreover, they put emphasis on IP protection and ownership, when we must talk about commons, knowledge commons applied to agriculture, sharing platforms, etc.
-
-
Proposals shall be based on an elaborated business plan either developed through phase 1 or another means.
-
Particular attention must be paid to IP protection and ownership
-
Successful beneficiaries will be offered coaching and mentoring support during phase 1 and phase 2.
-
Enhancing profitability
-
competitive solutions
-
global business opportunities
-
sustainable
-
turnover
-
IP management
-
return on investment and profit
31More
ICT-37-2014 - 0 views
-
provide support to a large set of early stage high risk innovative SMEs in the ICT sector
-
Focus will be on SME proposing innovative ICT concept, product and service applying new sets of rules, values and models which ultimately disrupt existing markets.
-
disruptive ideas
- ...27 more annotations...
-
prototyping
-
validation and demonstration
-
deployment
-
Proposed projects should have a potential for disruptive innovation and fast market up-take in ICT.
-
interesting for entrepreneurs and young innovative companies
-
bearing a strong EU dimension.
-
Participants can apply to Phase 1 with a view to applying to Phase 2 at a later date, or directly to Phase 2.
-
In phase 1, a feasibility study
-
services and technologies or new market applications of existing technologies
-
Intellectual Property (IP) management
-
increase profitability
-
The proposal should contain an initial business plan based on the proposed idea/concept.
-
EUR 50.000. Projects should last around 6 months
-
-
I don't understand why they call it Open (ODI) when they also talk about Intellectual Property.
-
-
company competitiveness
-
prototyping
-
demonstration
-
readiness and maturity for market introduction
-
may also include some research
-
For technological innovation a Technology Readiness Levels of 6 or above
-
Proposals shall be based on an elaborated business plan
-
Proposals shall contain a specification for the outcome of the project, including a first commercialisation plan, and criteria for success.
-
-
We are not a SME and have no classical commercialization plan. We can form an Exchange Firm for example, and offer services for OVNi for example, helping local food networks, providing them infrastructure. But in that case, the business plan for the Exchange Firm should contain a revenue model. Who is going to pay for the deployment of the OVNi in order to make the Exchange Firm commercially viable in the eyes of the Commission?
-
-
coaching and mentoring support during phase 1 and phase 2
-
growth plan and maximising it through internationalisation
-
Enhancing profitability and growth performance of SMEs by combining and transferring new and existing knowledge into innovative, disruptive and competitive solutions
-
Open Disruptive Innovation Scheme
-
"Specific Challenge: The challenge is to provide support to a large set of early stage high risk innovative SMEs in the ICT sector. Focus will be on SME proposing innovative ICT concept, product and service applying new sets of rules, values and models which ultimately disrupt existing markets."
37More
Collaborations: The rise of research networks : Nature : Nature Publishing Group - 0 views
-
Co-authorship has been increasing inexorably3, 4. Recently it has exploded.
-
Collaboration is normally a good thing from a wider public perspective. Knowledge is better transferred and combined by collaboration, and co-authored papers tend to be cited more frequently
-
The first paper with 1,000 authors was published in 2004
- ...33 more annotations...
-
a paper with 3,000 authors came in 2008
-
By last year, a total of 120 physics papers had more than 1,000 authors and 44 had more than 3,000
-
independent contributions to joint efforts, usually in the form of data, that involve only weak intellectual interaction
-
Papers with hundreds of co-authors contribute to the apparent pervasiveness of collaboration between countries.
-
Consequently, distinguishing Malta's own science performance is already impossible. This blurring of national distinctiveness could be a growing issue.
-
The rapid growth of each nation's research base and regional links, driven by relatively strong economies investing in innovation, will undoubtedly produce a regional research labour force to be reckoned with by 2020
-
China's rapid growth since 2000 is leading to closer research collaboration with Japan
-
Taiwan
-
South Korea
-
Australia
-
Asia-Pacific region
-
India has a growing research network with Japan, South Korea and Taiwan, although it is not as frequent a collaborator with China as one might expect
-
Middle East, Egypt and Saudi Arabia have a strong research partnership that is drawing in neighbours including Tunisia and Algeria.
-
Latin America has an emerging research network focused around Brazil,
-
has doubled its collaboration with Argentina, Chile and Mexico in the past five years
-
Africa has three distinct networks: in southern Africa, in French-speaking countries in West Africa and in English-speaking nations in East Africa.
-
proximity is just one of several factors in networks
-
use paths of least resistance to partnership, rather than routes that might provide other strategic gains
-
Commonwealth countries
-
have adopted similar research structures
-
Students
-
proximity
-
lower cost of living
-
generous government scholarships
-
Job opportunities
-
countries in science's old guard must drop their patrician tendencies, open up clear communication channels and join in with new alliances as equal participants before they find themselves the supplicants.
-
Collaboration between the public and private sectors has become more apparent because of government interest in exploiting research for economic competitiveness. Some data show that industrial investment in research seems to be dropping — perhaps a reaction to the recession, but the trend seems to be long term, at least in the United Kingdom9
-
Incentives for collaborative innovation investment that draws directly on the science base would be a good start.
-
So what are the costs and benefits of collaboration? It provides access to resources, including funding, facilities and ideas. It will be essential for grand challenges in physics, environment and health to have large, international teams supported by major facilities and rich data, which encourage the rapid spread of knowledge.
-
Research networks are a tool of international diplomacy.
-
As for costs, collaboration takes time and travel and means a shared agenda
-
The risk is that international, national and institutional agendas may become driven by the same bland establishment consensus.
-
The iconoclastic, the maverick and the marginal may find a highly collaborative world a difficult place to flourish
-
"Co-authorship has been increasing inexorably3, 4. Recently it has exploded."
43More
Partner State - P2P Foundation - 0 views
-
-
-
So here we have it, the new triarchy: - The state, with its public property and representative mechanisms of governance (in the best scenario) - The private sector, with the corporation and private property - The commons, with the Trust (or the for-benefit association), and which is the ‘property’ of all its members (not the right word in the context of the commons, since it has a different philosophy of ownership)
-
-
- ...39 more annotations...
-
In a first phase, the commons simply emerges as an added alternative.
-
becoming a subsector of society, and starts influencing the whole
-
phase transition and transformation will need to occur.
-
how a commons-dominated, i.e. after the phase transition, society would look like.
-
At its core would be a collection of commons, represented by trusts and for-benefit associations, which protect their common assets for the benefit of present and future generations
-
The commons ‘rents out’ the use of its resources to entrepreneurs. In other words, business still exists, though infinite growth-based capitalism does not.
-
More likely is that the corporate forms will be influenced by the commons and that profit will be subsumed to other goals, that are congruent with the maintenance of the commons.
-
The state will still exist, but will have a radically different nature
-
Much of its functions will have been taken over by commons institutions, but since these institutions care primarily about their commons, and not the general common good, we will still need public authorities that are the guarantor of the system as a whole, and can regulate the various commons, and protect the commoners against possible abuses. So in our scenario, the state does not disappear, but is transformed, though it may greatly diminish in scope, and with its remaining functions thoroughly democratized and based on citizen participation.
-
In our vision, it is civil-society based peer production, through the Commons, which is the guarantor of value creation by the private sector, and the role of the state, as Partner State, is to enable and empower the creation of common value. The new peer to peer state then, though some may see that as a contradictio in terminis, is a state which is subsumed under the Commons, just as it is now under the private sector. Such a peer to peer state, if we are correct, will have a much more modest role than the state under a classic state society, with many of its functions taken over by civil society associations, interlinked in processes of global governance. The above then, this triarchy, is the institutional core which replaces the dual private-public binary system that is characteristic of the capitalist system that is presently the dominant format.
-
fundamental mission is to empower direct social-value creation, and to focus on the protection of the Commons sphere as well as on the promotion of sustainable models of entrepreneurship and participatory politics
-
the state becomes a 'partner state' and enables autonomous social production.
-
the state does exist, and I believe that we can’t just imagine that we live in a future state-less society
-
retreating from the binary state/privatization dilemma to the triarchical choice of an optimal mix amongst government regulation, private-market freedom and autonomous civil-society projects
-
the role of the state
-
“the peer production of common value requires civic wealth and strong civic institutions.
-
trigger the production/construction of new commons by - (co-) management of complexe resource systems which are not limited to local boundaries or specific communities (as manager and partner) - survey of rules (chartas) to care for the commons (mediator or judge) - kicking of or providing incentives for commoners governing their commons - here the point is to design intelligent rules which automatically protect the commons, like the GPL does (facilitator)"
-
the emergence of the digital commons. It is the experience of creating knowledge, culture, software and design commons, by a combination of voluntary contributions, entrepreneurial coalitions and infrastructure-protecting for-benefit associations, that has most tangibly re-introduced the idea of commons, for all to use without discrimination, and where all can contribute. It has drastically reduced the production, distribution, transaction and coordination costs for the immaterial value that is at the core also of all what we produce physically, since that needs to be made, needs to be designed. It has re-introduced communing as a mainstream experience for at least one billion internet users, and has come with proven benefits and robustness that has outcompeted and outcooperated its private rivals. It also of course offers new ways to re-imagine, create and protect physical commons.
-
stop enclosures
-
peer to peer, i.e. the ability to freely associate with others around the creation of common value
-
communal shareholding, i.e. the non-reciprocal exchange of an individual with a totality. It is totality that we call the commons.
-
It is customary to divide society into three sectors, and what we want to show is how the new peer to peer dynamic unleashed by networked infrastructures, changes the inter-relationship between these three sectors.
-
In the current ‘cognitive capitalist’ system, it is the private sector consisting of enterprises and businesses which is the primary factor, and it is engaged in competitive capital accumulation. The state is entrusted with the protection of this process. Though civil society, through the citizen, is in theory ‘sovereign’, and chooses the state; in practice, both civil society and the state are under the domination of the private sector.
-
it fulfills three contradictory functions
-
Of course, this is not to say that the state is a mere tool of private business.
-
protect the whole system, under the domination of private business
-
protector of civil society, depending on the balance of power and achievements of social movements
-
protector of its own independent interests
-
Under fascism, the state achieves great independence from the private sector , which may become subservient to the state. Under the welfare state, the state becomes a protector of the social balance of power and manages the achievements of the social movement; and finally, under the neoliberal corporate welfare state, or ‘market state’, it serves most directly the interests of the financial sector.
-
key institutions and forms of property.
-
The state managed a public sector, under its own property.
-
The private sector , under a regime of private ownership, is geared to profit, discounts social and natural externalities, both positive and negative, and uses its dominance in society to use and dominate the state.
-
civil society has a relative power as well, through its capability of creating social movements and associations
-
Capitalism has historically been a pendulum between the private and the public sector
-
However, this configuration is changing,
-
the endangerment of the biosphere through the workings of ‘selfish’ market players; the second is the role of the new digital commons.
-
participatory politics
-
Peer production gives us an advance picture of how a commons-oriented society would look like. At its core is a commons and a community contributing to it, either voluntarily, or as paid entrepreneurial employees. It does this through collaborative platforms using open standards. Around the commons emerges enterprises that create added value to operate on the marketplace, but also help the maintenance and the expansion of the commons they rely on. A third partner are the for-benefit associations that maintain the infrastructure of cooperation. Public authorities could play a role if they wanted to support existing commons or the creation of new commons, for the value they bring to society.
-
if a commons is not created as in the case of the digital commons, it is something that is inherited from nature or former generations, given in trust and usufruct, so that it can be transmitted to our descendents. The proper institution for such commons is therefore the trust, which is a corporate form that cannot touch its principal capital, but has to maintain it.
29More
shared by Tiberius Brastaviceanu on 09 Jun 16
- No Cached
Access control - Wikipedia, the free encyclopedia - 0 views
en.wikipedia.org/...Access_control
blockchainaccess_project wikipedia paper access passport IoPA tech
shared by Tiberius Brastaviceanu on 09 Jun 16
- No Cached
-
The act of accessing may mean consuming, entering, or using.
-
Permission to access a resource is called authorization.
-
Locks and login credentials are two analogous mechanisms of access control.
- ...26 more annotations...
-
Geographical access control may be enforced by personnel (e.g., border guard, bouncer, ticket checker)
-
n alternative of access control in the strict sense (physically controlling access itself) is a system of checking authorized presence, see e.g. Ticket controller (transportation). A variant is exit control, e.g. of a shop (checkout) or a country
-
access control refers to the practice of restricting entrance to a property, a building, or a room to authorized persons
-
can be achieved by a human (a guard, bouncer, or receptionist), through mechanical means such as locks and keys, or through technological means such as access control systems like the mantrap.
-
Physical access control is a matter of who, where, and when
-
Historically, this was partially accomplished through keys and locks. When a door is locked, only someone with a key can enter through the door, depending on how the lock is configured. Mechanical locks and keys do not allow restriction of the key holder to specific times or dates. Mechanical locks and keys do not provide records of the key used on any specific door, and the keys can be easily copied or transferred to an unauthorized person. When a mechanical key is lost or the key holder is no longer authorized to use the protected area, the locks must be re-keyed.[citation needed] Electronic access control uses computers to solve the limitations of mechanical locks and keys. A wide range of credentials can be used to replace mechanical keys. The electronic access control system grants access based on the credential presented. When access is granted, the door is unlocked for a predetermined time and the transaction is recorded. When access is refused, the door remains locked and the attempted access is recorded. The system will also monitor the door and alarm if the door is forced open or held open too long after being unlocked
-
Credential
-
Access control system operation
-
The above description illustrates a single factor transaction. Credentials can be passed around, thus subverting the access control list. For example, Alice has access rights to the server room, but Bob does not. Alice either gives Bob her credential, or Bob takes it; he now has access to the server room. To prevent this, two-factor authentication can be used. In a two factor transaction, the presented credential and a second factor are needed for access to be granted; another factor can be a PIN, a second credential, operator intervention, or a biometric input
-
There are three types (factors) of authenticating information:[2] something the user knows, e.g. a password, pass-phrase or PIN something the user has, such as smart card or a key fob something the user is, such as fingerprint, verified by biometric measurement
-
Passwords are a common means of verifying a user's identity before access is given to information systems. In addition, a fourth factor of authentication is now recognized: someone you know, whereby another person who knows you can provide a human element of authentication in situations where systems have been set up to allow for such scenarios
-
When a credential is presented to a reader, the reader sends the credential’s information, usually a number, to a control panel, a highly reliable processor. The control panel compares the credential's number to an access control list, grants or denies the presented request, and sends a transaction log to a database. When access is denied based on the access control list, the door remains locked.
-
A credential is a physical/tangible object, a piece of knowledge, or a facet of a person's physical being, that enables an individual access to a given physical facility or computer-based information system. Typically, credentials can be something a person knows (such as a number or PIN), something they have (such as an access badge), something they are (such as a biometric feature) or some combination of these items. This is known as multi-factor authentication. The typical credential is an access card or key-fob, and newer software can also turn users' smartphones into access devices.
-
An access control point, which can be a door, turnstile, parking gate, elevator, or other physical barrier, where granting access can be electronically controlled. Typically, the access point is a door. An electronic access control door can contain several elements. At its most basic, there is a stand-alone electric lock. The lock is unlocked by an operator with a switch. To automate this, operator intervention is replaced by a reader. The reader could be a keypad where a code is entered, it could be a card reader, or it could be a biometric reader. Readers do not usually make an access decision, but send a card number to an access control panel that verifies the number against an access list
-
monitor the door position
-
Generally only entry is controlled, and exit is uncontrolled. In cases where exit is also controlled, a second reader is used on the opposite side of the door. In cases where exit is not controlled, free exit, a device called a request-to-exit (REX) is used. Request-to-exit devices can be a push-button or a motion detector. When the button is pushed, or the motion detector detects motion at the door, the door alarm is temporarily ignored while the door is opened. Exiting a door without having to electrically unlock the door is called mechanical free egress. This is an important safety feature. In cases where the lock must be electrically unlocked on exit, the request-to-exit device also unlocks the doo
-
Access control topology
-
Access control decisions are made by comparing the credential to an access control list. This look-up can be done by a host or server, by an access control panel, or by a reader. The development of access control systems has seen a steady push of the look-up out from a central host to the edge of the system, or the reader. The predominant topology circa 2009 is hub and spoke with a control panel as the hub, and the readers as the spokes. The look-up and control functions are by the control panel. The spokes communicate through a serial connection; usually RS-485. Some manufactures are pushing the decision making to the edge by placing a controller at the door. The controllers are IP enabled, and connect to a host and database using standard networks
-
Access control readers may be classified by the functions they are able to perform
-
and forward it to a control panel.
-
Basic (non-intelligent) readers: simply read
-
Semi-intelligent readers: have all inputs and outputs necessary to control door hardware (lock, door contact, exit button), but do not make any access decisions. When a user presents a card or enters a PIN, the reader sends information to the main controller, and waits for its response. If the connection to the main controller is interrupted, such readers stop working, or function in a degraded mode. Usually semi-intelligent readers are connected to a control panel via an RS-485 bus.
-
Intelligent readers: have all inputs and outputs necessary to control door hardware; they also have memory and processing power necessary to make access decisions independently. Like semi-intelligent readers, they are connected to a control panel via an RS-485 bus. The control panel sends configuration updates, and retrieves events from the readers.
-
Systems with IP readers usually do not have traditional control panels, and readers communicate directly to a PC that acts as a host
-
a built in webservice to make it user friendly
-
Some readers may have additional features such as an LCD and function buttons for data collection purposes (i.e. clock-in/clock-out events for attendance reports), camera/speaker/microphone for intercom, and smart card read/write support
31More
The basic orientation of p2p theory towards societal reform: transforming civil society... - 1 views
-
under the ‘leadership’ of corporations and those members of our society who have access to capital.
-
Despite all democratic advances, the state forms have clearly been captured by private interests.
-
in a capitalist system, ‘civil society’ is not directly productive of the goods and services that we need to survive, live and thrive
- ...22 more annotations...
-
everything that needs to be made, has to be designed through collaborative innovation in the first place
-
continuous interchange and dialogue of citizens as they determine their collective life
-
Both civil society and the notion of citizenship can be criticized for being insufficiently inclusionary, and therefore as ‘mechanisms of exclusion’.
-
consisting of shared depositories of knowledge, code and design; the communities of contributors and users of such commons
-
infrastructures of collaboration, which are managed by a new type of ‘for-benefit associations’
-
democratically governed by all participants and stakeholders in such commons
-
-
which are not derived or secondary from either the private or state forms.
-
civil society is the locus of the shared abundance of value creation, and the place for the continual dialogue regarding the necessities of common life.
-
democratically decide
-
? our values need be expressed in every action within the matrix, not just when a 'vote' is held, in fact general democratic 'voting' should probably disappear
-
-
the ‘common good’ of society as a whole
-
-
The difference is that the commons where the immaterial value is created are positioned in a field of abundance characteristic for non-rival or anti-rival goods; while the for-benefit associations are responsible for the sometimes contentious allocation of rival infrastructures.
-
-
Whereas the commons themselves are plurarchies based on permissionless contribution, forking and other rights guaranteeing the diversity of contributions and contributors; the for-benefit associations are democratically governed.
-
true reform of the private sector and the corporate form.
-
-
Under conditions of the rule of capital, for-profit corporations are beholden to work for the interests of the shareholders. This format allows for the accumulation of capital, but also indirectly of political power, through the power of money to influence politics and politicians. For-profit corporations are part of a system of infinite growth and compound interest, must continuously compete with other corporations, and therefore, also minimize costs. For-profit corporations are designed to ignore negative environmental externalities by avoiding to pay the costs associated with them; and to ignore positive social externalities, also by avoiding to pay for them. In terms of sustainability, corporations practice planned obsolescence as a rule, because while the market is a scarcity allocation mechanism, capitalism itself is a scarcity maintenance and creation mechanism. Anti-sustainable practices are systemic and part of the DNA of the for-profit corporation.
-
Under conditions of peer production, design and innovation moves to commons-based communitiies, which lack the incentive for unsustainable design; products are inherently design for sustainability, and the production process itself is designed for openness and distribution.
-
designed to make the commoners and the commons themselves sustainable, by not ‘leaking’ surplus value to external shareholders
-
mission-oriented, community supportive, sustainability-oriented corporate forms, that operate in the marketplace but do not themselves reproduce capitalism.
-
surplus value stays within the commons, allows its autonomous social reproduction, and sustains the commoners
-
ethical mechanism that subsumes profit making under the social goal of strengthening the commons.
-
because commons and their communities are themselves specific, and do not automatically take into account the common good of society as a whole .
-
A Partner State functions center around enabling and empowering social production and abandons some of the paternalistic aspects of the welfare state by focusing on strengthening the possibilities of autonomy.
-
mobilization of social forces to obtain a new social contract
10More
Ethereum whitepaper - 0 views
-
The general concept of a "decentralized autonomous organization" is that of a virtual entity that has a certain set of members or shareholders which, perhaps with a 67% majority, have the right to spend the entity's funds and modify its code. The members would collectively decide on how the organization should allocate its funds. Methods for allocating a DAO's funds could range from bounties, salaries to even more exotic mechanisms such as an internal currency to reward work. This essentially replicates the legal trappings of a traditional company or nonprofit but using only cryptographic blockchain technology for enforcement. So far much of the talk around DAOs has been around the "capitalist" model of a "decentralized autonomous corporation" (DAC) with dividend-receiving shareholders and tradable shared; an alternative, perhaps described as a "decentralized autonomous community", would have all members have an equal share in the decision making and require 67% of existing members to agree to add or remove a member. The requirement that one person can only have one membership would then need to be enforced collectively by the group.
-
-
Note that the design relies on the randomness of addresses and hashes for data integrity; the contract will likely get corrupted in some fashion after about 2^128 uses
-
This implements the "egalitarian" DAO model where members have equal shares. One can easily extend it to a shareholder model by also storing how many shares each owner holds and providing a simple way to transfer shares.
-
- ...5 more annotations...
-
DAOs and DACs have already been the topic of a large amount of interest among cryptocurrency users as a future form of economic organization, and we are very excited about the potential that DAOs can offer. In the long term, the Ethereum fund itself intends to transition into being a fully self-sustaining DAO.
-
In Bitcoin, there are no mandatory transaction fees.
-
In Ethereum, because of its Turing-completeness, a purely voluntary fee system would be catastrophic. Instead, Ethereum will have a system of mandatory fees, including a transaction fee and six fees for contract computations.
-
The coefficients will be revised as more hard data on the relative computational cost of each operation becomes available. The hardest part will be setting the value of
-
There are currently two main solutions that we are considering: Make x inversely proportional to the square root of the difficulty, so x = floor(10^21 / floor(difficulty ^ 0.5)). This automatically adjusts fees down as the value of ether goes up, and adjusts fees down as computers get more powerful due to Moore's Law. Use proof of stake voting to determine the fees. In theory, stakeholders do not benefit directly from fees going up or down, so their incentives would be to make the decision that would maximize the value of the network.
18More
Places to Intervene in a System by Donella H. Meadows - developer.*, Developer Dot Star - 0 views
-
Folks who do systems analysis have a great belief in "leverage points."
-
where a small shift in one thing can produce big changes in everything.
-
backward intuition
- ...15 more annotations...
-
"Places to Intervene in a System," followed by nine items: 9. Numbers (subsidies, taxes, standards). 8. Material stocks and flows. 7. Regulating negative feedback loops. 6. Driving positive feedback loops. 5. Information flows. 4. The rules of the system (incentives, punishment, constraints). 3. The power of self-organization. 2. The goals of the system. 1. The mindset or paradigm out of which the goals, rules, feedback structure arise.
-
an invitation to think more broadly about system change.
-
Numbers ("parameters" in systems jargon) determine how much of a discrepancy turns which faucet how fast.
-
some of which are physically locked in, but most of which are popular intervention points.
-
Probably ninety-five percent of our attention goes to numbers, but there's not a lot of power in them.
-
Not that parameters aren't important—they can be, especially in the short term and to the individual who's standing directly in the flow. But they rarely change behavior. If the system is chronically stagnant, parameter changes rarely kick-start it. If it's wildly variable, they don't usually stabilize it. If it's growing out of control, they don't brake it.
-
Spending more on police doesn't make crime go away.
-
Numbers become leverage points when they go into ranges that kick off one of the items higher on this list.
-
Probably the most common kind of critical number is the length of delay in a feedback loop.
-
A delay in a feedback process is critical relative to rates of change (growth, fluctuation, decay) in the system state that the feedback loop is trying to control.
-
Delays that are too short cause overreaction, oscillations amplified by the jumpiness of the response. Delays that are too long cause damped, sustained, or exploding oscillations, depending on how much too long. At the extreme they cause chaos. Delays in a system with a threshold, a danger point, a range past which irreversible damage can occur, cause overshoot and collapse.
-
delays are not often easily changeable
-
It's usually easier to slow down the change rate (positive feedback loops, higher on this list), so feedback delays won't cause so much trouble
-
Most systems have evolved or are designed to stay out of sensitive parameter ranges. Mostly, the numbers are not worth the sweat put into them.
-
The plumbing structure, the stocks and flows and their physical arrangement, can have an enormous effect on how a system operates.
1More
The MediLedger Network - 1 views
-
The MediLedger Network is the industry network 2.0 for the life sciences and healthcare industry, that runs solutions for real-time alignment, rule enforcement and settlement of transactions directly between trading partners
1More
ThreeFold - 0 views
-
ThreeFold is a peer-to-peer open-source Internet platform that connects users directly with local Internet capacity provided by farmers. No intermediaries such as centralized servers