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Tiberius Brastaviceanu

SIE-01-2014 - 0 views

ec.europa.eu/...2590-sie-01-2014.html

horizon 2020 proposal

shared by Tiberius Brastaviceanu on 02 Jun 14 - No Cached
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      I don't see how this fits with SENSORICA or the OVN model. 
  • Tiberius Brastaviceanu on 02 Jun 14
     
    "Specific Challenge: SMEs play a crucial role in developing resource-efficient, cost-effective and affordable technology solutions to decarbonise and make more efficient the energy system in a sustainable way. They are expected to strongly contribute to all challenges outlined in the legal base of the Horizon 2020 Societal Challenge 'Secure, Clean and Efficient Energy'[1],"
Kurt Laitner

The Energy Efficiency of Trust & Vulnerability: A Conversation | Switch and Shift - 0 views

switchandshift.com/t-vulnerability-a-conversation

*trust discussion contextual

shared by Kurt Laitner on 30 Jan 14 - No Cached
  • trusting people because of who they are personally vs. who they are professionally
  • also need to trust systems
  • our own resources
  • ...34 more annotations...
  • How much we need to trust others depends on the context,
  • how much we trust ourselves,
  • our ability to understand the context we are in
  • When we trust, we re-allocate that energy and time to getting things done and making an impact
  • the more information and/or experience we have, the better we can decide whether or not to trust
  • Trust is a tool to assess and manage (reduce and/or increase) risk, depending on the situation.
  • Trusting someone implies making oneself more vulnerable
  • When we don’t trust, we exert a lot of energy to keep up our guard, to continually assess and verify.  This uses a lot of energy and time.
  • If the alternative is worse, we might opt for no trust
  • As we let ourselves be vulnerable, we also leave ourselves more open to new ideas, new ways of thinking which leads to empathy and innovation.
  • the more we can focus on the scope and achievement of our goals
  • trusting is efficient….and effective
  • Being vulnerable is a way to preserve energy
  • It lets us reallocate our resources to what matters and utilize our skills and those around us to increase effectiveness…impact.
  • If we are working together, we need to agree on the meaning of ‘done’.  When are we done, what does that look like?
  • “Control is for Beginners”
  • Strategic sloppiness is a way to preserve energy
  • Build on the same shared mental models
  • use the same language
  • As the ability to replicate something has become more of a commodity, we are increasingly seeing that complex interactions are the way to create ‘value from difference’ (as opposed to ‘value from sameness’).
  • allow for larger margins of error in our response and our acceptance of others
  • higher perfection slows down the tempo
  • We can’t minimize the need to be effective.
  • Efficient systems are great at dealing with complicated things – things that have many parts and sequences, but they fall flat dealing with complex systems, which is most of world today.
  • make sure we hear and see the same thing (reduce buffers around our response)
  • timing
  • intuition
  • judgment
  • experience
  • ability to look at things from many different perspective
  • to discover, uncover, understand and empathize is critical
  • focus on meaning and purpose for work (outcomes) instead of just money and profit (outputs)
  • When we have a common goal of WHY we want to do something, we are better able to trust
  • When we never do the same thing or have the same conversation twice, it becomes much more important to figure out why and what we do than how we do it (process, which is a given)
  • Kurt Laitner on 30 Jan 14
     
    spot on conversation on *trust, I see creating a trustful environment quickly among strangers as a key capability of an OVN, we need to quickly get past the need to protect and verify and move on to making purpose and goals happen
Tiberius Brastaviceanu

P2P Foundation » Blog Archive » Ethical Marketing in Age of Horizontal Social... - 0 views

blog.p2pfoundation.net/...31

marketing paper p2p

shared by Tiberius Brastaviceanu on 01 Nov 12 - No Cached
  • the development of marketing is sensible to its environment and is hence already self-limiting itself according to the previously mentioned legal and social framework
  • neuromarketing
  • explore new inner dynamics of marketing, new directions in the field of possibilities offered by the current organology and its articulations between techniques and social organization in order to influence and shape marketing as an associative force – in opposition to its current dissociative force – in the larger psychic, social and technic organology
  • ...70 more annotations...
  • find new ways of efficiency
  • arbitration between efficiency and care
  • a global thinking of the problem
  • Fighting the attention and desire resource shortage: stoping to use advertisement?
  • The question is rather here to think the moderation of the psychopower
  • empower transindividuation, i.e. to make sure that an economic activity creates more possibilities of individuation than it tend to destroy by attempting to capture attention and canalize motivation in a funnel. Empower transindividuation would imply to empowering actors of their own lifestyle, winning back the savoir-vivre prescribing production
  • Should marketing stop using psychopower?
  • marketing ethics guidelines
  • transactions are more likely to be morally defensible if both parties enter it freely and fully informed
  • the goal of marketing should be to increase the likelihood and frequency of free and informed transactions in the marketplace
  • putting freedom as a criteria of morality
  • the industrial use of pycho- and neuropower tend to fall under the category of barriers to freedom
  • neurotechniques – to capture the attention
  • psychotechniques – to attempt to create motivation
  • Most people think commercials are a small price to pay for these benefits
  • advertising
  • denying the schemes of addiction and the fact that we are becoming through the objects of attentions
  • right to avoid attention capture by advertising
  • progress made in cognitive sciences proving that
  • reward system being abnormally stimulated
  • Advertisements exploit
  • vulnerability and reinforce their overconsumption behaviors
  • “if food advertising on TV were banned, significant reductions in the prevalence of childhood obesity are possible.” (Veerman et al. 2009)
  • What is at stake falls to be much more complex than the sole Freedom of Speech invoked for the advertiser
  • liberty of non-reception
  • would mean to guaranty every citizen the right to choose where and when he wants to access the advertising information
  • Change in the industrial and commercial paradigm
  • Economy of contribution and peer production
  • An economy of contribution means that users of a service are contributing to the production of these services.
  • example
  • is open-source software that are contributively build by potentially hundreds of developers organized in communities
  • minimize the gap between the producer and consumer
  • blur the frontier between professionals and amateurs
  • The Copernican revolution of the Vendor Relationship Management paradigm
  • change in the commercial paradigm, described as an Intention Economy i.e. the opposite of the Attention Economy
  • consumers are charged to express and discuss their intention
  • with businesses rather than the usual paradigm in which businesses where fighting for a piece of canalized motivation
  • Implementing such a system would nevertheless imply that marketing departments dispose of a system in which they could value their supplies and where they could be easily found by customers. Doc Searls promotes his answer to this issue: the Vendor Relationship Management system.
  • the belief that free customers are more valuable than captive ones — to themselves, to vendors, and to the larger economy.
  • To be free
  • 1. Customers must enter relationships with vendors as independent actors.
  • 2. Customers must be the points of integration for their own data.
  • 3. Customers must have control of data they generate and gather. This means they must be able to share data selectively and voluntarily.
  • 4. Customers must be able to assert their own terms of engagement.
  • 5. Customers must be free to express their demands and intentions outside of any one company’s control.
  • This is a profoundly game-changing approach
  • big data that is the rush for consumers’ information potentially leading to the same dead-end of attention destruction and affective saturation than the former offline paradigm
  • VRM system working as a marketplace
  • the goal of marketing should be to increase the likelihood and frequency of free and informed transactions in the marketplace
  • less imperfect and less biased information in a cultural context overvaluing transparency, and a bigger atomicity due to the hereafter introduced trend for re-localized peer production.
  • 3.2.2.3 VRM and externalization of the socialization process
  • Promoting the end of advertisement
  • means to find a new way to make the information circulate, what was the primary goal of advertisement
  • Until there is no alternative to massive advertisement campaign for the information circulation, it is indeed hard to ask entrepreneurs and managers to get rid of those successors of propaganda: such a transition process necessarily imply adaptation costs from the producer and the consumer side, and possible competitive disadvantage against competitors still maximizing profit through advertisement means
  • But the internet transformation of the general organology offers new way to think information circuits and potentially constitute an opportunity to externalize the socialization process of products that is to empower citizen-consumers organized in communities
  • Empowering groups of citizen doesn’t annihilate the risks of mis-use or counterproductive interest-taker behaviors but a well-designed system of trust between peers could minimize this risk by creating a dependency to what social capital other peers give you, as it is happening in the sharing economy: the credibility of a contributive peer would be guaranteed through what the P2P Foundation calls Feedback systems and peer-police
  • a strong structuration of products characteristics, allowing customers to personalize their choices according to their desire and constraints: such a “VRM+” system
  • Marketing would then be the art of being as high as possible in this ranking, as it is happening in SEO for search engines, but in this context of criteria explosion, marketing would then be the disciple of listening to customers’ wishes and aspiration needing an attention, in order to kick in the production or to adapt the following series.
  • 3.2.2.4 Toward a possible equi-power
  • Such a system would tremendously re-configure the balance of power and tend toward a form of equi-power i.e. a social organization in which abuses of a “big” would be the potential object of a ranking sanction by the peers
  • self-regulative function
  • a form of economic Darwinism would let to conscious organization the right to curve their path toward a durable configuration in accordance with the social ecosystem.
  • the idea of equi-power is a form of homogenization of the social matter, in which the distortions in the balance of power would be compensated by the gathering of small forces sharing a common interest
  • Such a sanction systems, if successfully implemented, would make value-destructing businesses progressively decline and hopefully bankrupt,
  • long-term valuable strategic choice
  • long term satisfyingly high ranking
  • It would be utopic to think that the “being cool” marketing
  • would disappear, but marketers would have to make those two objectives compose together.
  • This social capital contagion is nevertheless a tool that would need to be controlled in its form of violence by extensive testings and iterations with forms of protections for the smallest peers, that is to say to keep this form of social violence to institutionalized, classic forms of businesses, clearly beyond the line of what should be acceptable in the global village.
  • the goal is here to create an artificial form of majority that is a self-censuring responsible behavior of corporations
Tiberius Brastaviceanu

Private 'Distributed Ledgers' Miss the Point of a Blockchain | Bank Think - 0 views

www.americanbanker.com/...of-a-blockchain-1077435-1.html

paper blockchainaccess_project

shared by Tiberius Brastaviceanu on 27 May 16 - No Cached
  • a new buzzword making waves throughout the financial industry: “distributed ledger.”
  • Some say it's a tool to enable transparency by ensuring that all members of a group receive cryptographically secured messages about participants’ activities
  • Some are even bold enough to predict that distributed ledgers will end the madness of managing multiple database and reconciliation structures.
  • ...13 more annotations...
  • Distributed ledgers have primarily claimed to supplant the need for Bitcoin's mining process by introducing trust requirements among participants. These ledgers also promise users the immutability of Bitcoin without the need for expensive mining operations.
  • the technology powering distributed ledgers predates blockchains by well over 20 years.
  • Proponents of distributed ledgers argue that they can displace centralized providers such as SWIFT,
  • by moving money faster
  • There’s no doubt that blockchain technology will facilitate disruptive innovations in finance
  • But a world of private ledgers sounds eerily similar to a range of “private Internets.”
  • Blockchain technology is useful not because it offers efficiency in a world of message-passing but because it uses a complex process to settle value between untrusted parties.
  • But distributed ledgers do not offer users the ability to easily convert their tokens and messages into fungible units of value. Nor do distributed ledgers escrow value between parties that don't trust each other.
  • If a ledger is not a public resource, it will have the pressures incumbent to existing settlement systems plus the overhead of maintaining a shared database among competitors. What efficiency will remain thereafter remains dubious.
  • Permissioned Blockchains
  • their institutional users will probably find it expedient to hash their private-chain transactions and use those hashes to create bitcoin addresses and then send tiny fractions of a bitcoin to them to register their data at a location that cannot be hacked or changed.
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 27 May 16
       
      This is also a problem with access, if an access event needs to be recorded in a way that cannot be altered, in a data location that cannot be altered, it will need to be stored on a block chain. 
  • In other words, all private ledger/blockchains will lead to Bitcoin's Rome, driven there by its low cost and high public accountability.
  • Tiberius Brastaviceanu on 27 May 16
     
    the case against private chains.
Steve Bosserman

Fuel Cell Taps Into Roach Power | Chemical & Engineering News - 2 views

cen.acs.org/...uel-Cell-Taps-Roach-Power.html

capillary biofuel cockroach batteries enzyme sensor_technology

shared by Steve Bosserman on 05 Feb 12 - No Cached
  • Their cockroach biofuel cell is a bundle of thin carbon wires sealed inside a glass capillary tube.
  • Steve Bosserman on 05 Feb 12
     
    Their cockroach biofuel cell is a bundle of thin carbon wires sealed inside a glass capillary tube. The cell is about 0.05 cm in diameter and a few centimeters long. To make up the cell's anode, Scherson and his team coated the wires with two enzymes: trehalase to break the sugar trehalose into two glucose molecules and glucose oxidase to extract electrons from the glucose. To create the cathode, the researchers coated the wires with the enzyme bilirubin oxidase to shuttle the generated electrons to oxygen to produce water. Because the enzymes alone can't efficiently transfer electrons to and from the electrode, the researchers also added an osmium complex to the carbon wires to act as an electron shuttle. The researchers selected trehalose, says Scherson, because of its high concentration in cockroach blood, 30 mM.
Kurt Laitner

A StumbleUpon for Design Geeks | Co.Exist: World changing ideas and innovation - 0 views

www.fastcoexist.com/...a-stumbleupon-for-design-geeks

sensorica ambient metrics

shared by Kurt Laitner on 24 Jul 13 - No Cached
  • While there’s no "like" button to declare your affection for certain content, the app monitors how much time you spend with an article, whether you scroll all the way down, and whether or not you share it via social media, and makes assessments based on those data points.
  • Kurt Laitner on 24 Jul 13
     
    "While there's no "like" button to declare your affection for certain content, the app monitors how much time you spend with an article, whether you scroll all the way down, and whether or not you share it via social media, and makes assessments based on those data points." An example from a colleague of an application that uses ambient metrics to determine what you like without you needing to explicitly rank it - much more effective and efficient than explicit ranking, they could add _who_ you share it with to further qualify (shared widely, narrowly, to respected peers, social peers, or senior peers, all of which are also ambiently determined, possibly in combination with some user provided metadata through other processes)
Tiberius Brastaviceanu

POWER-CURVE SOCIETY: The Future of Innovation, Opportunity and Social Equity in the Eme... - 1 views

www.aspeninstitute.org/...tion-opportunity-social-equity

book paper value networks

shared by Tiberius Brastaviceanu on 17 Oct 13 - No Cached
  • how technological innovation is restructuring productivity and the social and economic impact resulting from these changes
  • concern about the technological displacement of jobs, stagnant middle class income, and wealth disparities in an emerging "winner-take-all" economy
  • personal data ecosystems that could potentially unlock a revolutionary wave of individual economic empowerment
  • ...70 more annotations...
  • 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
Tiberius Brastaviceanu

Proposal - Food SFS-08-2014 - 1 views

ec.europa.eu/...2587-sfs-08-2014.html

horizon 2020 proposal

shared by Tiberius Brastaviceanu on 02 Jun 14 - No Cached
  • development of more resource-efficient and sustainable food production and processing
  • competitive and innovative
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      We are proposing collaborative ways, here the accent is put on competitive ways 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      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
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      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
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      This is more about individual companies and their competitive advantage. Not about networks and not about collaboration and sharing. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      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
Francois Bergeron

Science Exchange Jobs - AngelList - 1 views

angel.co/...jobs

investors science exchange jobs

shared by Francois Bergeron on 17 Mar 14 - No Cached
  • Francois Bergeron on 17 Mar 14
     
    "Science Exchange is a community marketplace for scientists to list, discover, access and pay for scientific services from institutions around the world. Our mission is to improve the efficiency of scientific research by making it easy for researchers to access the global network of scientific resources and expertise. We do this by connecting researchers looking to get experiments conducted with scientific service providers who have the capacity to conduct those experiments."
Tiberius Brastaviceanu

Beyond Blockchain: Simple Scalable Cryptocurrencies - The World of Deep Wealth - Medium - 0 views

medium.com/...-cryptocurrencies-1eb7aebac6ae

blockchainaccess_project paper Holochain Arthur Brock

shared by Tiberius Brastaviceanu on 01 Jun 16 - No Cached
  • I clarify the core elements of cryptocurrency and outline a different approach to designing such currencies rooted in biomimicry
  • This post outlines a completely different strategy for implementing cryptocurrencies with completely distributed chains
  • Rather than trying to make one global, anonymous, digital cash
  • ...95 more annotations...
  • we are interested in the resilience that comes from building a rich ecosystem of interoperable currencies
  • What are the core elements of a modern cryptocurrency?
  • Digital
  • Holdings are electronic and only exist and operate by virtue of a community’s agreement about how to interpret digital bits according to rules about operation and accounting of the currency.
  • Trustless
  • don’t have to trust a 3rd party central authority
  • Decentralized
  • Specifically, access, issuance, transaction accounting, rules & policies, should be collectively visible, known, and held.
  • Cryptographic
  • This cryptographic structure is used to enable a variety of people to host the data without being able to alter it.
  • Identity
  • there must be a way to associate these bits with some kind of account, wallet, owner, or agent who can use them
  • Other things that many take for granted in blockchains may not be core but subject to decisions in design and implementation, so they can vary between implementations
  • It does not have to be stored in a synchronized global ledger
  • does not have to be money. It may be a reputation currency, or data used for identity, or naming, etc
  • Its units do not have to be cryptographic tokens or coins
  • It does not have to protect the anonymity of users, although it may
  • if you think currency is only money, and that money must be artificially scarce
  • Then you must tackle the problem of always tracking which coins exist, and which have been spent. That is one approach — the one blockchain takes.
  • You might optimize for anonymity if you think of cryptocurrency as a tool to escape governments, regulations, and taxes.
  • if you want to establish and manage membership in new kinds of commons, then identity and accountability for actions may turn out to be necessary ingredients instead of anonymity.
  • In the case of the MetaCurrency Project, we are trying to support many use cases by building tools to enable a rich ecosystem of communities and current-sees (many are non-monetary) to enhance collective intelligence at all scales.
  • Managing consensus about a shared reality is a central challenge at the heart of all distributed computing solutions.
  • If we want to democratize money by having cryptocurrencies become a significant and viable means of transacting on a daily basis, I believe we need fundamentally more scalable approaches that don’t require expensive, dedicated hardware just to participate.
  • We should not need system wide consensus for two people to do a transaction in a cryptocurrency
  • Blockchain is about managing a consensus about what was “said.” Ceptr is about distributing a consensus about how to “speak.”
  • how nature gets the job done in massively scalable systems which require coordination and consistency
  • Replicate the same processes across all nodes
  • Empower every node with full agency
  • Hold this transformed state locally and reliably
  • Establish protocols for interaction
  • Each speaker of a language carries the processes to understand sentences they hear, and generate sentences they need
  • we certainly don’t carry some kind of global ledger of everything that’s ever been said, or require consensus about what has been said
  • Language IS a communication protocol we learn by emulating the processes of usage.
  • Dictionaries try to catch up when the usage
  • there is certainly no global ledger with consensus about the state of trillions of cells. Yet, from a single zygote’s copy of DNA, our cells coordinate in a highly decentralized manner, on scales of trillions, and without the latency or bottlenecks of central control.
  • Imagine something along the lines of a Java Virtual Machine connected to a distributed version of Github
  • Every time this JVM runs a program it confirms the hash of the code it is about to execute with the hash signed into the code repository by its developers
  • This allows each node that intends to be honest to be sure that they’re running the same processes as everyone else. So when two parties want to do a transaction, and each can have confidence their own code, and the results that your code produces
  • Then you treat it as authoritative and commit it to your local cryptographically self-validating data store
  • Allowing each node to treat itself as a full authority to process transactions (or interactions via shared protocols) is exactly how you empower each node with full agency. Each node runs its copy of the signed program/processes on its own virtual machine, taking the transaction request combined with the transaction chains of the parties to the transaction. Each node can confirm their counterparty’s integrity by replaying their transactions to produce their current state, while confirming signatures and integrity of the chain
  • If both nodes are in an appropriate state which allows the current transaction, then they countersign the transaction and append to their respective chains. When you encounter a corrupted or dishonest node (as evidenced by a breach of integrity of their chain — passing through an invalid state, broken signatures, or broken links), your node can reject the transaction you were starting to process. Countersigning allows consensus at the appropriate scale of the decision (two people transacting in this case) to lock data into a tamper-proof state so it can be stored in as many parallel chains as you need.
  • When your node appends a mutually validated and signed transaction to its chain, it has updated its local state and is able to represent the integrity of its data locally. As long as each transaction (link in the chain) has valid linkages and countersignatures, we can know that it hasn’t been tampered with.
  • If you can reliably embody the state of the node in the node itself using Intrinsic Data Integrity, then all nodes can interact in parallel, independent of other interactions to maximize scalability and simultaneous processing. Either the node has the credits or it doesn’t. I don’t have to refer to a global ledger to find out, the state of the node is in the countersigned, tamper-proof chain.
  • Just like any meaningful communication, a protocol needs to be established to make sure that a transaction carries all the information needed for each node to run the processes and produce a new signed and chained state. This could be debits or credits to an account which modify the balance, or recoding courses and grades to a transcript which modify a Grade Point Average, or ratings and feedback contributing to a reputation score, and so on.
  • By distributing process at the foundation, and leveraging Intrinsic Data Integrity, our approach results in massive improvements in throughput (from parallel simultaneous independent processing), speed, latency, efficiency, and cost of hardware.
  • You also don’t need to incent people to hold their own record — they already want it.
  • Another noteworthy observation about humans, cells, and atoms, is that each has a general “container” that gets configured to a specific use.
  • Likewise, the Receptors we’ve built are a general purpose framework which can load code for different distributed applications. These Receptors are a lightweight processing container for the Ceptr Virtual Machine Host
  • Ceptr enables a developer to focus on the rules and transactions for their use case instead of building a whole framework for distributed applications.
  • how units in a currency are issued
  • Most people think that money is just money, but there are literally hundreds of decisions you can make in designing a currency to target particular needs, niches, communities or patterns of flow.
  • Blockchain cryptocurrencies are fiat currencies. They create tokens or coins from nothing
  • These coins are just “spoken into being”
  • the challenging task of
  • ensure there is no counterfeiting or double-spending
  • Blockchain cryptocurrencies are fiat currencies
  • These coins are just “spoken into being”
  • the challenging task of tracking all the coins that exist to ensure there is no counterfeiting or double-spending
  • You wouldn’t need to manage consensus about whether a cryptocoin is spent, if your system created accounts which have normal balances based on summing their transactions.
  • In a mutual credit system, units of currency are issued when a participant extends credit to another user in a standard spending transaction
  • Alice pays Bob 20 credits for a haircut. Alice’s account now has -20, and Bob’s has +20.
  • Alice spent credits she didn’t have! True
  • Managing the currency supply in a mutual credit system is about managing credit limits — how far people can spend into a negative balance
  • Notice the net number units in the system remains zero
  • One elegant approach to managing mutual credit limits is to set them based on actual demand.
  • concerns about manufacturing fake accounts to game credit limits (Sybil Attacks)
  • keep in mind there can be different classes of accounts. Easy to create, anonymous accounts may get NO credit limit
  • What if I alter my code to give myself an unlimited credit limit, then spend as much as I want? As soon as you pass the credit limit encoded in the shared agreements, the next person you transact with will discover you’re in an invalid state and refuse the transaction.
  • If two people collude to commit an illegal transaction by both hacking their code to allow a normally invalid state, the same still pattern still holds. The next person they try to transact with using untampered code will detect the problem and decline to transact.
  • Most modern community currency systems have been implemented as mutual credit,
  • Hawala is a network of merchants and businessmen, which has been operating since the middle ages, performing money transfers on an honor system and typically settling balances through merchandise instead of transferring money
  • Let’s look at building a minimum viable cryptocurrency with the hawala network as our use case
  • To minimize key management infrastructure, each hawaladar’s public key is their address or identity on the network. To join the network you get a copy of the software from another hawaladar, generate your public and private keys, and complete your personal profile (name, location, contact info, etc.). You call, fax, or email at least 10 hawaladars who know you, and give them your IP address and ask them to vouch for you.
  • Once 10 other hawaladars have vouched for you, you can start doing other transactions because the protocol encoded in every node will reject a transaction chain that doesn’t start with at least 10 vouches
  • seeding your information with those other peers so you can be found by the rest of the network.
  • As described in the Mutual Credit section, at the time of transaction each party audits the counterparty’s transaction chain.
  • Our hawala crypto-clearinghouse protocol has two categories of transactions: some used for accounting and others for routing. Accounting transactions change balances. Routing transactions maintain network integrity by recording information about hawaladar
  • Accounting Transactions create signed data that changes account balances and contains these fields:
  • The final hash of all of the above fields is used as a unique transaction ID and is what each of party signs with their private keys. Signing indicates a party has agreed to the terms of the transaction. Only transactions signed by both parties are considered valid. Nodes can verify signatures by confirming that decryption of the signature using the public key yields a result which matches the transaction ID.
  • Routing Transactions sign data that changes the peers list and contain these fields:
  • As with accounting transactions, the hash of the above fields is used as the transaction’s unique key and the basis for the cryptographic signature of both counterparties.
  • Remember, instead of making changes to account balances, routing transactions change a node’s local list of peers for finding each other and processing.
  • a distributed network of mutual trust
  • operates across national boundaries
  • everyone already keeps and trusts their own separate records
  • Hawaladars are not anonymous
  • “double-spending”
  • It would be possible for someone to hack the code on their node to “forget” their most recent transaction (drop the head of their chain), and go back to their previous version of the chain before that transaction. Then they could append a new transaction, drop it, and append again.
  • After both parties have signed the agreed upon transaction, each party submits the transaction to separate notaries. Notaries are a special class of participant who validate transactions (auditing each chain, ensuring nobody passes through an invalid state), and then they sign an outer envelope which includes the signatures of the two parties. Notaries agree to run high-availability servers which collectively manage a Distributed Hash Table (DHT) servicing requests for transaction information. As their incentive for providing this infrastructure, notaries get a small transaction fee.
  • This approach introduces a few more steps and delays to the transaction process, but because it operates on independent parallel chains, it is still orders of magnitude more efficient and decentralized than reaching consensus on entries in a global ledger
  • millions of simultaneous transactions could be getting processed by other parties and notaries with no bottlenecks.
  • There are other solutions to prevent nodes from dropping the head of their transaction chain, but the approach of having notaries serve out a DHT solves a number of common objections to completely distributed accounting. Having access to reliable lookups in a DHT provides a similar big picture view that you get from a global ledger. For example, you may want a way to look up transactions even when the parties to that transaction are offline, or to be able to see the net system balance at a particular moment in time, or identify patterns of activity in the larger system without having to collect data from everyone individually.
  • By leveraging Intrinsic Data Integrity to run numerous parallel tamper-proof chains you can enable nodes to do various P2P transactions which don’t actually require group consensus. Mutual credit is a great way to implement cryptocurrencies to run in this peered manner. Basic PKI with a DHT is enough additional infrastructure to address main vulnerabilities. You can optimize your solution architecture by reserving reserve consensus work for tasks which need to guarantee uniqueness or actually involve large scale agreement by humans or automated contracts.
  • It is not only possible, but far more scalable to build cryptocurrencies without a global ledger consensus approach or cryptographic tokens.
  • Tiberius Brastaviceanu on 01 Jun 16
     
    Article written by Arthur Brook, founder of Metacurrency project and of Ceptr.
Tiberius Brastaviceanu

The Baffler - 0 views

thebaffler.com/...the_meme_hustler

O'Reilly paper

shared by Tiberius Brastaviceanu on 06 Apr 13 - No Cached
  • This tendency to view questions of freedom primarily through the lens of economic competition, to focus on the producer and the entrepreneur at the expense of everyone else, shaped O’Reilly’s thinking about technology.
  • the O’Reilly brand essence is ultimately a story about the hacker as hero, the kid who is playing with technology because he loves it, but one day falls into a situation where he or she is called on to go forth and change the world,
  • His true hero is the hacker-cum-entrepreneur, someone who overcomes the insurmountable obstacles erected by giant corporations and lazy bureaucrats in order to fulfill the American Dream 2.0: start a company, disrupt an industry, coin a buzzword.
  • ...139 more annotations...
  • gospel of individualism, small government, and market fundamentalism
  • innovation is the new selfishness
  • mastery of public relations
  • making it seem as if the language of economics was, in fact, the only reasonable way to talk about the subject
  • memes are for losers; the real money is in epistemes.
  • “Open source software” was also the first major rebranding exercise overseen by Team O’Reill
  • It’s easy to forget this today, but there was no such idea as open source software before 1998; the concept’s seeming contemporary coherence is the result of clever manipulation and marketing.
  • ideological cleavage between two groups
  • Richard Stallman
  • Free Software Foundation, preoccupied with ensuring that users had rights with respect to their computer programs. Those rights weren’t many—users should be able to run the program for any purpose, to study how it works, to redistribute copies of it, and to release their improved version (if there was one) to the public
  • “free software.”
  • association with “freedom” rather than “free beer”
  • copyleft
  • profound critique of the role that patent law had come to play in stifling innovation and creativity.
  • Plenty of developers contributed to “free software” projects for reasons that had nothing to do with politics. Some, like Linus Torvalds, the Finnish creator of the much-celebrated Linux operating system, did so for fun; some because they wanted to build more convenient software; some because they wanted to learn new and much-demanded skills.
  • Stallman’s rights-talk, however, risked alienating the corporate types
  • he was trying to launch a radical social movement, not a complacent business association
  • By early 1998 several business-minded members of the free software community were ready to split from Stallman, so they masterminded a coup, formed their own advocacy outlet—the Open Source Initiative—and brought in O’Reilly to help them rebrand.
  • “open source”
  • The label “open source” may have been new, but the ideas behind it had been in the air for some time.
  • In those early days, the messaging around open source occasionally bordered on propaganda
  • This budding movement prided itself on not wanting to talk about the ends it was pursuing; except for improving efficiency and decreasing costs, those were left very much undefined.
  • extremely decentralized manner, using Internet platforms, with little central coordination.
  • In contrast to free software, then, open source had no obvious moral component.
  • “open source is not particularly a moral or a legal issue. It’s an engineering issue. I advocate open source, because . . . it leads to better engineering results and better economic results
  • While free software was meant to force developers to lose sleep over ethical dilemmas, open source software was meant to end their insomnia.
  • Stallman the social reformer could wait for decades until his ethical argument for free software prevailed in the public debate
  • O’Reilly the savvy businessman had a much shorter timeline: a quick embrace of open source software by the business community guaranteed steady demand for O’Reilly books and events
  • The coup succeeded. Stallman’s project was marginalized. But O’Reilly and his acolytes didn’t win with better arguments; they won with better PR.
  • A decade after producing a singular vision of the Internet to justify his ideas about the supremacy of the open source paradigm, O’Reilly is close to pulling a similar trick on how we talk about government reform.
  • much of Stallman’s efforts centered on software licenses
  • O’Reilly’s bet wa
  • the “cloud”
  • licenses would cease to matter
  • Since no code changed hands
  • So what did matter about open source? Not “freedom”
  • O’Reilly cared for only one type of freedom: the freedom of developers to distribute software on whatever terms they fancied.
  • the freedom of the producer
  • who must be left to innovate, undisturbed by laws and ethics.
  • The most important freedom,
  • is that which protects “my choice as a creator to give, or not to give, the fruits of my work to you, as a ‘user’ of that work, and for you, as a user, to accept or reject the terms I place on that gift.”
  • O’Reilly opposed this agenda: “I completely support the right of Richard [Stallman] or any individual author to make his or her work available under the terms of the GPL; I balk when they say that others who do not do so are doing something wrong.”
  • The right thing to do, according to O’Reilly, was to leave developers alone.
  • According to this Randian interpretation of open source, the goal of regulation and public advocacy should be to ensure that absolutely nothing—no laws or petty moral considerations—stood in the way of the open source revolution
  • Any move to subject the fruits of developers’ labor to public regulation
  • must be opposed, since it would taint the reputation of open source as technologically and economically superior to proprietary software
  • the advent of the Internet made Stallman’s obsession with licenses obsolete
  • Many developers did stop thinking about licenses, and, having stopped thinking about licenses, they also stopped thinking about broader moral issues that would have remained central to the debates had “open source” not displaced “free software” as the paradigm du jour.
  • Profiting from the term’s ambiguity, O’Reilly and his collaborators likened the “openness” of open source software to the “openness” of the academic enterprise, markets, and free speech.
  • “open to intellectual exchange”
  • “open to competition”
  • “For me, ‘open source’ in the broader sense means any system in which open access to code lowers the barriers to entry into the market”).
  • “Open” allowed O’Reilly to build the largest possible tent for the movement.
  • The language of economics was less alienating than Stallman’s language of ethics; “openness” was the kind of multipurpose term that allowed one to look political while advancing an agenda that had very little to do with politics
  • highlight the competitive advantages of openness.
  • the availability of source code for universal examination soon became the one and only benchmark of openness
  • What the code did was of little importance—the market knows best!—as long as anyone could check it for bugs.
  • The new paradigm was presented as something that went beyond ideology and could attract corporate executives without losing its appeal to the hacker crowd.
  • What Raymond and O’Reilly failed to grasp, or decided to overlook, is that their effort to present open source as non-ideological was underpinned by a powerful ideology of its own—an ideology that worshiped innovation and efficiency at the expense of everything else.
  • What they had in common was disdain for Stallman’s moralizing—barely enough to justify their revolutionary agenda, especially among the hacker crowds who were traditionally suspicious of anyone eager to suck up to the big corporations that aspired to dominate the open source scene.
  • linking this new movement to both the history of the Internet and its future
  • As long as everyone believed that “open source” implied “the Internet” and that “the Internet” implied “open source,” it would be very hard to resist the new paradigm
  • Telling a coherent story about open source required finding some inner logic to the history of the Internet
  • “If you believe me that open source is about Internet-enabled collaboration, rather than just about a particular style of software license,”
  • everything on the Internet was connected to everything else—via open source.
  • The way O’Reilly saw it, many of the key developments of Internet culture were already driven by what he called “open source behavior,” even if such behavior was not codified in licenses.
  • No moralizing (let alone legislation) was needed; the Internet already lived and breathed open source
  • apps might be displacing the browser
  • the openness once taken for granted is no more
  • Openness as a happenstance of market conditions is a very different beast from openness as a guaranteed product of laws.
  • One of the key consequences of linking the Internet to the world of open source was to establish the primacy of the Internet as the new, reinvented desktop
  • This is where the now-forgotten language of “freedom” made a comeback, since it was important to ensure that O’Reilly’s heroic Randian hacker-entrepreneurs were allowed to roam freely.
  • Soon this “freedom to innovate” morphed into “Internet freedom,” so that what we are trying to preserve is the innovative potential of the platform, regardless of the effects on individual users.
  • Lumping everything under the label of “Internet freedom” did have some advantages for those genuinely interested in promoting rights such as freedom of expression
  • Forced to choose between preserving the freedom of the Internet or that of its users, we were supposed to choose the former—because “the Internet” stood for progress and enlightenment.
  • infoware
  • Yahoo
  • their value proposition lay in the information they delivered, not in the software function they executed.
  • The “infoware” buzzword didn’t catch on, so O’Reilly turned to the work of Douglas Engelbart
  • to argue that the Internet could help humanity augment its “collective intelligence” and that, once again, open source software was crucial to this endeavor.
  • Now it was all about Amazon learning from its customers and Google learning from the sites in its index.
  • The idea of the Internet as both a repository and incubator of “collective intelligence”
  • in 2004, O’Reilly and his business partner Dale Dougherty hit on the idea of “Web 2.0.” What did “2.0” mean, exactly?
  • he primary goal was to show that the 2001 market crash did not mean the end of the web and that it was time to put the crash behind us and start learning from those who survived.
  • Tactically, “Web 2.0” could also be much bigger than “open source”; it was the kind of sexy umbrella term that could allow O’Reilly to branch out from boring and highly technical subjects to pulse-quickening futurology
  • O’Reilly couldn’t improve on a concept as sexy as “collective intelligence,” so he kept it as the defining feature of this new phenomenon.
  • What set Web 2.0 apart from Web 1.0, O’Reilly claimed, was the simple fact that those firms that didn’t embrace it went bust
  • find a way to harness collective intelligence and make it part of their business model.
  • By 2007, O’Reilly readily admitted that “Web 2.0 was a pretty crappy name for what’s happening.”
  • O’Reilly eventually stuck a 2.0 label on anything that suited his business plan, running events with titles like “Gov 2.0” and “Where 2.0.” Today, as everyone buys into the 2.0 paradigm, O’Reilly is quietly dropping it
  • assumption that, thanks to the coming of Web 2.0, we are living through unique historical circumstances
  • Take O’Reilly’s musings on “Enterprise 2.0.” What is it, exactly? Well, it’s the same old enterprise—for all we know, it might be making widgets—but now it has learned something from Google and Amazon and found a way to harness “collective intelligence.”
  • tendency to redescribe reality in terms of Internet culture, regardless of how spurious and tenuous the connection might be, is a fine example of what I call “Internet-centrism.”
  • “Open source” gave us the “the Internet,” “the Internet” gave us “Web 2.0,” “Web 2.0” gave us “Enterprise 2.0”: in this version of history, Tim O’Reilly is more important than the European Union
  • For Postman, each human activity—religion, law, marriage, commerce—represents a distinct “semantic environment” with its own tone, purpose, and structure. Stupid talk is relatively harmless; it presents no threat to its semantic environment and doesn’t cross into other ones.
  • Since it mostly consists of falsehoods and opinions
  • it can be easily corrected with facts
  • to say that Tehran is the capital of Iraq is stupid talk
  • Crazy talk, in contrast, challenges a semantic environment, as it “establishes different purposes and assumptions from those we normally accept.” To argue, as some Nazis did, that the German soldiers ended up far more traumatized than their victims is crazy talk.
  • For Postman, one of the main tasks of language is to codify and preserve distinctions among different semantic environments.
  • As he put it, “When language becomes undifferentiated, human situations disintegrate: Science becomes indistinguishable from religion, which becomes indistinguishable from commerce, which becomes indistinguishable from law, and so on.
  • pollution
  • Some words—like “law”—are particularly susceptible to crazy talk, as they mean so many different things: from scientific “laws” to moral “laws” to “laws” of the market to administrative “laws,” the same word captures many different social relations. “Open,” “networks,” and “information” function much like “law” in our own Internet discourse today.
  • For Korzybski, the world has a relational structure that is always in flux; like Heraclitus, who argued that everything flows, Korzybski believed that an object A at time x1 is not the same object as object A at time x2
  • Our language could never properly account for the highly fluid and relational structure of our reality—or as he put it in his most famous aphorism, “the map is not the territory.”
  • Korzybski argued that we relate to our environments through the process of “abstracting,” whereby our neurological limitations always produce an incomplete and very selective summary of the world around us.
  • nothing harmful in this per se—Korzybski simply wanted to make people aware of the highly selective nature of abstracting and give us the tools to detect it in our everyday conversations.
  • Korzybski developed a number of mental tools meant to reveal all the abstracting around us
  • He also encouraged his followers to start using “etc.” at the end of their statements as a way of making them aware of their inherent inability to say everything about a given subject and to promote what he called the “consciousness of abstraction.”
  • There was way too much craziness and bad science in Korzybski’s theories
  • but his basic question
  • “What are the characteristics of language which lead people into making false evaluations of the world around them?”
  • Tim O’Reilly is, perhaps, the most high-profile follower of Korzybski’s theories today.
  • O’Reilly openly acknowledges his debt to Korzybski, listing Science and Sanity among his favorite books
  • It would be a mistake to think that O’Reilly’s linguistic interventions—from “open source” to “Web 2.0”—are random or spontaneous.
  • There is a philosophy to them: a philosophy of knowledge and language inspired by Korzybski. However, O’Reilly deploys Korzybski in much the same way that the advertising industry deploys the latest findings in neuroscience: the goal is not to increase awareness, but to manipulate.
  • O’Reilly, of course, sees his role differently, claiming that all he wants is to make us aware of what earlier commentators may have overlooked. “A metaphor is just that: a way of framing the issues such that people can see something they might otherwise miss,
  • But Korzybski’s point, if fully absorbed, is that a metaphor is primarily a way of framing issues such that we don’t see something we might otherwise see.
  • In public, O’Reilly modestly presents himself as someone who just happens to excel at detecting the “faint signals” of emerging trends. He does so by monitoring a group of überinnovators that he dubs the “alpha geeks.” “The ‘alpha geeks’ show us where technology wants to go. Smart companies follow and support their ingenuity rather than trying to suppress it,
  • His own function is that of an intermediary—someone who ensures that the alpha geeks are heard by the right executives: “The alpha geeks are often a few years ahead of their time. . . . What we do at O’Reilly is watch these folks, learn from them, and try to spread the word by writing down (
  • The name of his company’s blog—O’Reilly Radar—is meant to position him as an independent intellectual who is simply ahead of his peers in grasping the obvious.
  • “the skill of writing is to create a context in which other people can think”
  • As Web 2.0 becomes central to everything, O’Reilly—the world’s biggest exporter of crazy talk—is on a mission to provide the appropriate “context” to every field.
  • In a fascinating essay published in 2000, O’Reilly sheds some light on his modus operandi.
  • The thinker who emerges there is very much at odds with the spirit of objectivity that O’Reilly seeks to cultivate in public
  • meme-engineering lets us organize and shape ideas so that they can be transmitted more effectively, and have the desired effect once they are transmitted
  • O’Reilly meme-engineers a nice euphemism—“meme-engineering”—to describe what has previously been known as “propaganda.”
  • how one can meme-engineer a new meaning for “peer-to-peer” technologies—traditionally associated with piracy—and make them appear friendly and not at all threatening to the entertainment industry.
  • O’Reilly and his acolytes “changed the canonical list of projects that we wanted to hold up as exemplars of the movement,” while also articulating what broader goals the projects on the new list served. He then proceeds to rehash the already familiar narrative: O’Reilly put the Internet at the center of everything, linking some “free software” projects like Apache or Perl to successful Internet start-ups and services. As a result, the movement’s goal was no longer to produce a completely free, independent, and fully functional operating system but to worship at the altar of the Internet gods.
  • Could it be that O’Reilly is right in claiming that “open source” has a history that predates 1998?
  • Seen through the prism of meme-engineering, O’Reilly’s activities look far more sinister.
  • His “correspondents” at O’Reilly Radar don’t work beats; they work memes and epistemes, constantly reframing important public issues in accordance with the templates prophesied by O’Reilly.
  • Or take O’Reilly’s meme-engineering efforts around cyberwarfare.
  • Now, who stands to benefit from “cyberwarfare” being defined more broadly? Could it be those who, like O’Reilly, can’t currently grab a share of the giant pie that is cybersecurity funding?
  • Frank Luntz lists ten rules of effective communication: simplicity, brevity, credibility, consistency, novelty, sound, aspiration, visualization, questioning, and context.
  • Thus, O’Reilly’s meme-engineering efforts usually result in “meme maps,” where the meme to be defined—whether it’s “open source” or “Web 2.0”—is put at the center, while other blob-like terms are drawn as connected to it.
  • The exact nature of these connections is rarely explained in full, but this is all for the better, as the reader might eventually interpret connections with their own agendas in mind. This is why the name of the meme must be as inclusive as possible: you never know who your eventual allies might be. “A big part of meme engineering is giving a name that creates a big tent that a lot of people want to be under, a train that takes a lot of people where they want to go,”
  • News April 4 mail date March 29, 2013 Baffler party March 6, 2013 Žižek on seduction February 13, 2013 More Recent Press I’ve Seen the Worst Memes of My Generation Destroyed by Madness io9, April 02, 2013 The Baffler’s New Colors Imprint, March 21, 2013
  • There is considerable continuity across O’Reilly’s memes—over time, they tend to morph into one another.
Tiberius Brastaviceanu

Designing the Void | Management Innovation eXchange - 0 views

www.managementexchange.com/...40941

OVNi infrastructure OVN contribution accounting

shared by Tiberius Brastaviceanu on 08 Jan 15 - No Cached
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      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. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      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. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      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. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      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.
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      So they have a value accounting system, like SENSORICA, where they log "uses" and "consumes". 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      ...
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      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.
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      SENSORICA had this problem of different cultures, and it caused the 2 crisis in 2014. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      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).
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      They have a value accounting system. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 08 Jan 15
       
      They have a value accounting system. 
  • 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.
Justin McCollen

Top Quality Spill Control Products and Services - 2 views

Bunding

started by Justin McCollen on 01 Mar 13 no follow-up yet
Francois Bergeron

Thinking Space: We are in a new transition, part 2 - 3 views

yihongs-research.blogspot.ca/...-in-new-transition-part-2.html

thinking space transition web of minds

shared by Francois Bergeron on 28 Oct 12 - No Cached
  • Modern education is a typical effort that people are trying to make a product line of high-quality mind asset.
  • Without explicit, formal presentation of mind asset, we cannot efficiently connect and compose varied mind asset and we cannot well measure the value of mind asset. The issue of mind aggregation is particularly critical because individual mind is often too shallow to be high quality.
  • There is a natural gap between the presented value of the mind asset in the book and the real value of the mind asset in real world. This gap of knowledge understanding is a typical difficulty of mind asset measurement.
  • ...1 more annotation...
  • Because of the Web, the first time in history human mind becomes a critical circulating asset in society that ordinary people can buy, sell, produce, and share.
  • Francois Bergeron on 28 Oct 12
     
    proposed by Kurt
Francois Bergeron

A model for device development | Researchers at the Stanford University Program in Biod... - 2 views

medicaldesign.com/...model_device_development_0908

medical device development

shared by Francois Bergeron on 10 May 12 - No Cached
  • clinical need.
  • estimated market size and clinical impact associated with each.
  • prior art related
  • ...4 more annotations...
  • barriers to further development exist from an intellectual property perspective
  • Inventors must also determine if they are in a position to efficiently seize the market opportunity.
  • regulatory considerations, reimbursement strategies, intellectual property, and business development objectives. This leads to Phase I of the development model.
  • R&D in Phase II is responsible for generating early concepts. Brainstorming sessions are often held during this stage of development with members of R&D, marketing, and physician consultants. Computational analyses, such as stress and flow studies, are conducted to further understand the behavior of a proposed device. The team often develops a 3D CAD model of a proposed device
  • Francois Bergeron on 10 May 12
     
    medical device development steps
Kurt Laitner

Inequality: Why egalitarian societies died out - opinion - 30 July 2012 - New Scientist - 0 views

www.newscientist.com/...tarian-societies-died-out.html

inequality egalitarianism vs hierarchical

shared by Kurt Laitner on 07 Aug 12 - No Cached
  • FOR 5000 years, humans have grown accustomed to living in societies dominated by the privileged few. But it wasn't always this way. For tens of thousands of years, egalitarian hunter-gatherer societies were widespread. And as a large body of anthropological research shows, long before we organised ourselves into hierarchies of wealth, social status and power, these groups rigorously enforced norms that prevented any individual or group from acquiring more status, authority or resources than others.*
  • How, then, did we arrive in the age of institutionalised inequality? That has been debated for centuries. Philosopher Jean-Jacques Rousseau reasoned in 1754 that inequality was rooted in the introduction of private property. In the mid-19th century, Karl Marx and Friedrich Engels focused on capitalism and its relation to class struggle. By the late 19th century, social Darwinists claimed that a society split along class lines reflected the natural order of things - as British philosopher Herbert Spencer put it, "the survival of the fittest". (Even into the 1980s there were some anthropologists who held this to be true - arguing that dictators' success was purely Darwinian, providing estimates of the large numbers of offspring sired by the rulers of various despotic societies as support.)
  • But by the mid-20th century a new theory began to dominate. Anthropologists including Julian Steward, Leslie White and Robert Carneiro offered slightly different versions of the following story: population growth meant we needed more food, so we turned to agriculture, which led to surplus and the need for managers and specialised roles, which in turn led to corresponding social classes.
  • ...8 more annotations...
  • One line of reasoning suggests that self-aggrandising individuals who lived in lands of plenty ascended the social ranks by exploiting their surplus - first through feasts or gift-giving, and later by outright dominance
  • At the group level, argue anthropologists Peter Richerson and Robert Boyd, improved coordination and division of labour allowed more complex societies to outcompete the simpler, more equal societies
  • From a mechanistic perspective, others argued that once inequality took hold - as when uneven resource-distribution benefited one family more than others - it simply became ever more entrenched. The advent of agriculture and trade resulted in private property, inheritance, and larger trade networks, which perpetuated and compounded economic advantages.
  • Many theories about the spread of stratified society begin with the idea that inequality is somehow a beneficial cultural trait that imparts efficiencies, motivates innovation and increases the likelihood of survival. But what if the opposite were true?
  • In a demographic simulation that Omkar Deshpande, Marcus Feldman and I conducted at Stanford University, California, we found that, rather than imparting advantages to the group, unequal access to resources is inherently destabilising and greatly raises the chance of group extinction in stable environments.
  • Counterintuitively, the fact that inequality was so destabilising caused these societies to spread by creating an incentive to migrate in search of further resources. The rules in our simulation did not allow for migration to already-occupied locations, but it was clear that this would have happened in the real world, leading to conquests of the more stable egalitarian societies - exactly what we see as we look back in history.
  • In other words, inequality did not spread from group to group because it is an inherently better system for survival, but because it creates demographic instability, which drives migration and conflict and leads to the cultural - or physical - extinction of egalitarian societies.
  • Egalitarian societies may have fostered selection on a group level for cooperation, altruism and low fertility (which leads to a more stable population), while inequality might exacerbate selection on an individual level for high fertility, competition, aggression, social climbing and other selfish traits.
Tiberius Brastaviceanu

Innovation Canada: A Call to Action - Review of Federal Support to Research and Develop... - 1 views

rd-review.ca/...00288.html

Industry Canada

shared by Tiberius Brastaviceanu on 04 Feb 14 - No Cached
  • Canada has a solid foundation on which to build success as a leader in the knowledge economy of tomorrow
  • innovation in Canada lags behind other highly developed countries
  • innovation is the ultimate source of the long-term competitiveness of businesses and the quality of life of Canadians
  • ...28 more annotations...
  • We heard that the government should be more focussed on helping innovative firms to grow and, particularly, on serving the needs of small and medium-sized enterprises (SMEs)
  • greater cooperation with provincial programs
  • innovation support is too narrowly focussed on R&D – more support is needed for other activities along the continuum from ideas to commercially useful innovation
  • more productive and internationally competitive economy
  • whole-of-government program delivery vehicle – the Industrial Research and Innovation Council (IRIC)
  • SR&ED program should be simplified
  • includes non-labour costs, such as materials and capital equipment, the calculation of which can be highly complex
  • the base for the tax credit should be labour-related costs, and the tax credit rate should be adjusted upward
  • fund direct support measures for SMEs
  • promoting the growth of firms
  • facilitating access by such firms to an increased supply of risk capital at both the start-up and later stages of their growth.
  • building public–private research collaborations
  • National Research Council (NRC) should become independent collaborative research organizations
  • become affiliates of universities
  • create opportunity and demand for leading-edge goods
  • encouragement of innovation in the Canadian economy should become a stated objective of procurement policies and programs.
  • the government needs to establish business innovation as a whole-of-government priority
  • put innovation at the centre of the government's economic strategy
  • Innovation Advisory Committee (IAC) – a body with a whole-of-government focus that would oversee the realization of our proposed action plan, as well as serve as a permanent mechanism to promote the refinement and improvement of the government's business innovation programs going forward.
  • focus resources where market forces are unlikely to operate effectively or efficiently and, in that context, address the full range of business innovation activities, including research, development, commercialization and collaboration with other key actors in the innovation ecosystem
  • the closer the activity being supported is to market, and therefore the more likely it is that the recipient firm will capture most of the benefit for itself.
  • specific sectors
  • of strategic importance
  • concentrated in particular regions
  • succeed in the arena of global competition
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 05 Feb 14
       
      They don't go beyond the firm
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 05 Feb 14
       
      they are still stuck in the competitive paradigm
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 05 Feb 14
       
      Still stack with the old paradigm of the "knowledge economy"  http://en.wikipedia.org/wiki/Knowledge_economy  My opinion is that we're moving into a know-how economy. 
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