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Kurt Laitner

Digital Reality | Edge.org - 0 views

edge.org/...il_gershenfeld-digital-reality

*neilgershenfeld fab labs IoT molecular computing nano star trek replicator

shared by Kurt Laitner on 17 Feb 15 - No Cached
  • When you snap the bricks together, you don't need a ruler to play Lego; the geometry comes from the parts
  • first attribute is metrology that comes from the parts
  • digitizing composites into little linked loops of carbon fiber instead of making giant pieces
  • ...75 more annotations...
  • In a 3D printer today, what you can make is limited by the size of the machine. The geometry is external
  • is the Lego tower is more accurate than the child because the constraint of assembling the bricks lets you detect and correct errors
  • That's the exponential scaling for working reliably with unreliable parts
  • Because the parts have a discrete state, it means in joining them you can detect and correct errors
  • detect and correct state to correct errors to get an exponential reduction in error, which gives you an exponential increase in complexity
  • The next one is you can join Lego bricks made out of dissimilar materials.
  • The last one is when you're done with Lego you don't put it in the trash; you take it apart and reuse it because there's state in the materials. In a forest there's no trash; you die and your parts get disassembled and you're made into new stuff. When you make a 3D print or laser cut, when you're done there's recycling attempts but there's no real notion of reusing the parts
  • The metrology coming from the parts, detecting and correcting errors, joining dissimilar materials, disconnecting, reusing the components
  • On the very smallest scale, the most exciting work on digital fabrication is the creation of life from scratch. The cell does everything we're talking about. We've had a great collaboration with the Venter Institute on microfluidic machinery to load designer genomes into cells. One step up from that we're developing tabletop chip fab instead of a billion dollar fab, using discrete assembly of blocks of electronic materials to build things like integrated circuits in a tabletop process
  • a child can make a Lego structure bigger than themself
  • There's a series of books by David Gingery on how to make a machine shop starting with charcoal and iron ore.
  • There are twenty amino acids. With those twenty amino acids you make the motors in the molecular muscles in my arm, you make the light sensors in my eye, you make my neural synapses. The way that works is the twenty amino acids don't encode light sensors, or motors. They’re very basic properties like hydrophobic or hydrophilic. With those twenty properties you can make you. In the same sense, digitizing fabrication in the deep sense means that with about twenty building blocks—conducting, insulating, semiconducting, magnetic, dielectric—you can assemble them to create modern technology
  • By discretizing those three parts we can make all those 500,000 resistors, and with a few more parts everything else.
  • Now, there's a casual sense, which means a computer controls something to make something, and then there's the deep sense, which is coding the materials. Intellectually, that difference is everything but now I'm going to explain why it doesn't matter.
  • Then in turn, the next surprise was they weren't there for research, they weren't there for theses, they wanted to make stuff. I taught additive, subtractive, 2D, 3D, form, function, circuits, programming, all of these skills, not to do the research but just using the existing machines today
  • What they were answering was the killer app for digital fabrication is personal fabrication, meaning, not making what you can buy at Walmart, it’s making what you can't buy in Walmart, making things for a market of one person
  • The minicomputer industry completely misread PCs
  • the Altair was life changing for people like me. It was the first computer you could own as an individual. But it was almost useless
  • It was hard to use but it brought the cost from a million dollars to 100,000 and the size from a warehouse down to a room. What that meant is a workgroup could have one. When a workgroup can have one it meant Ken Thompson and Dennis Ritchie at Bell Labs could invent UNIX—which all modern operating systems descend from—because they didn't have to get permission from a whole corporation to do it
  • At the PC stage what happened is graphics, storage, processing, IO, all of the subsystems got put in a box
  • To line that up with fabrication, MIT's 1952 NC Mill is similar to the million-dollar machines in my lab today. These are the mainframes of fab. You need a big organization to have them. The fab labs I'll tell you about are exactly analogous to the cost and complexity of minicomputers. The machines that make machines I'll tell you about are exactly analogous to the cost and complexity of the hobbyist computers. The research we're doing, which is leading up to the Star Trek Replicator, is what leads to the personal fabricator, which is the integrated unit that makes everything
  • conducting, resistive, insulating.
  • The fab lab is 2 tons, a $100,000 investment. It fills a few thousand square feet, 3D scanning and printing, precision machining, you can make circuit boards, molding and casting tooling, computer controlled cutting with a knife, with a laser, large format machining, composite layup, surface mount rework, sensors, actuators, embedded programming— technology to make technology.
  • Ten years you can just plot this doubling. Today, you can send a design to a fab lab and you need ten different machines to turn the data into something. Twenty years from now, all of that will be in one machine that fits in your pocket.
  • We've been living with this notion that making stuff is an illiberal art for commercial gain and it's not part of the means of expression. But, in fact, today, 3D printing, micromachining, and microcontroller programming are as expressive as painting paintings or writing sonnets but they're not means of expression from the Renaissance. We can finally fix that boundary between art and artisans
  • You don't go to a fab lab to get access to the machine; you go to the fab lab to make the machine.
  • Over the next maybe five years we'll be transitioning from buying machines to using machines to make machines. Self-reproducing machines
  • But they still have consumables like the motors, and they still cut or squirt. Then the interesting transition comes when we go from cutting or printing to assembling and disassembling, to moving to discretely assembled materials
  • because if anybody can make anything anywhere, it challenges everything
    • Kurt Laitner
      Kurt Laitner on 17 Feb 15
       
      great quote (replace challenges with changes for effect)
  • Now, the biggest surprise for me in this is I thought the research was hard. It's leading to how to make the Star Trek Replicator. The insight now is that's an exercise in embodied computation—computation in materials, programming their construction. Lots of work to come, but we know what to do
  • And that's when you do tabletop chip fab or make airplanes. That's when technical trash goes away because you can disassemble. 
  • irritated by the maker movement for the failure in mentoring
  • At something like a Maker Faire, there's hall after hall of repeated reinventions of bad 3D printers and there isn't an easy process to take people from easy to hard
  • We started a project out of desperation because we kept failing to succeed in working with existing schools, called the Fab Academy. Now, to understand how that works, MIT is based on scarcity. You assume books are scarce, so you have to go there for the library; you assume tools are scarce, so you have to go there for the machines; you assume people are scarce, so you have to go there to see them; and geography is scarce. It adds up to we can fit a few thousand people at a time. For those few thousand people it works really well. But the planet is a few billion people. We're off by six orders of magnitude. 
  • Next year we're starting a new class with George Church that we've called "How to Grow Almost Anything", which is using fab labs to make bio labs and then teach biotech in it. What we're doing is we're making a new global kind of university
  • Amusingly, I went to my friends at Educause about accrediting the Fab Academy and they said, "We love it. Where are you located?" And I said, "Yes" and they said, "No." Meaning, "We're all over the earth." And they said, "We have no mechanism. We're not allowed to do that. There's no notion of global accreditation."
  • Then they said something really helpful: "Pretend."
  • Once you have a basic set of tools, you can make all the rest of the tools
  • The way the Fab Academy works, in computing terms, it's like the Internet. Students have peers in workgroups, with mentors, surrounded by machines in labs locally. Then we connect them globally by video and content sharing and all of that. It's an educational network. There are these critical masses of groups locally and then we connect them globally
  • You still have Microsoft or IBM now but, with all respect to colleagues there, arguably that's the least interesting part of software
  • To understand the economic and social implications, look at software and look at music to understand what's happening now for fabrication
  • There's a core set of skills a place like MIT can do but it alone doesn't scale to a billion people. This is taking the social engineering—the character of MIT—but now doing it on this global scale.
  • Mainframes didn't go away but what opened up is all these tiers of software development that weren't economically viable
  • If you look at music development, the most interesting stuff in music isn't the big labels, it's all the tiers of music that weren't viable before
  • You can make music for yourself, for one, ten, 100, 1,000, a million. If you look at the tracks on your device, music is now in tiers that weren't economically viable before. In that example it's a string of data and it becomes a sound. Now in digital fab, it's a string of data and it becomes a thing.
  • What is work? For the average person—not the people who write for Edge, but just an average person working—you leave home to go to a place you'd rather not be, doing a repetitive operation you'd rather not do, making something designed by somebody you don't know for somebody you'll never see, to get money to then go home and buy something. But what if you could skip that and just make the thing?
    • Kurt Laitner
      Kurt Laitner on 17 Feb 15
       
      !!!
  • It took about ten years for the dot com industry to realize pretty much across the board you don't directly sell the thing. You sell the benefits of the thing
  • 2016 it's in Shenzhen because they're pivoting from mass manufacturing to enabling personal fabrication. We've set Shenzhen as the goal in 2016 for Fab Lab 2.0, which is fab labs making fab labs
  • To rewind now, you can send something to Shenzhen and mass manufacture it. There's a more interesting thing you can do, which is you go to market by shipping data and you produce it on demand locally, and so you produce it all around the world.
  • But their point was a lot of printers producing beautiful pages slowly scales if all the pages are different
  • In the same sense it scales to fabricate globally by doing it locally, not by shipping the products but shipping the data.
  • It doesn't replace mass manufacturing but mass manufacturing becomes the least interesting stuff where everybody needs the same thing. Instead, what you open up is all these tiers that weren't viable before
  • There, they consider IKEA the enemy because IKEA defines your taste. Far away they make furniture and flat pack it and send it to a big box store. Great design sense in Barcelona, but 50 percent youth unemployment. A whole generation can't work. Limited jobs. But ships come in from the harbor, you buy stuff in a big box store. And then after a while, trucks go off to a trash dump. They describe it as products in, trash out. Ships come in with products, trash goes out
    • Kurt Laitner
      Kurt Laitner on 17 Feb 15
       
      worse actually.. the trash stays
  • The bits come and go, globally connected for knowledge, but the atoms stay in the city.
  • instead of working to get money to buy products made somewhere else, you can make them locally
    • Kurt Laitner
      Kurt Laitner on 17 Feb 15
       
      this may solve greece's problem, walk away from debt, you can't buy other people's (country's) stuff anymore, so make it all yourself
  • The biggest tool is a ShotBot 4'x8'x1' NC mill, and you can make beautiful furniture with it. That's what furniture shops use
  • Anything IKEA makes you can make in a fab lab
  • it means you can make many of the things you consume directly rather than this very odd remote economic loop
  • the most interesting part of the DIY phone projects is if you're making a do-it-yourself phone, you can also start to make the things that the phones talk to. You can start to build your own telco providers where the users provide the network rather than spending lots of money on AT&T or whoever
  • Traditional manufacturing is exactly replaying the script of the computer companies saying, "That's a toy," and it's shining a light to say this creates entirely new economic activity. The new jobs don't come back to the old factories. The ability to make stuff on demand is creating entirely new jobs
  • To keep playing that forward, when I was in Barcelona for the meeting of all these labs hosted by the city architect and the city, the mayor, Xavier Trias, pushed a button that started a forty-year countdown to self-sufficiency. Not protectionism
  • I need high-torque efficient motors with integrated lead screws at low cost, custom-produced on demand. All sorts of the building blocks that let us do what I'm doing currently rest on a global supply chain including China's manufacturing agility
  • The short-term answer is you can't get rid of them because we need them in the supply chain. But the long-term answer is Shenzhen sees the future isn't mass producing for everybody. That's a transitional stage to producing locally
  • My description of MIT's core competence is it's a safe place for strange people
  • The real thing ultimately that's driving the fab labs ... the vacuum we filled is a technical one. The means to make stuff. Nobody was providing that. But in turn, the spaces become magnets. Everybody talks about innovation or knowledge economy, but then most things that label that strangle it. The labs become vehicles for bright inventive people who don't fit locally. You can think about the culture of MIT but on this global scale
  • My allegiance isn't to any one border, it's to the brainpower of the planet and this is building the infrastructure to scale to that brainpower
  • If you zoom from transistors to microcode to object code to a program, they don't look like each other. But if we take this room and go from city, state, country, it's hierarchical but you preserve geometry
  • Computation violates geometry unlike most anything else we do
  • The reason that's so important for the digital fabrication piece is once we build molecular assemblers to build arbitrary systems, you don't want to then paste a few lines of code in it. You need to overlay computation with geometry. It's leading to this complete do-over of computer science
  • If you take digital fab, plus the real sense of Internet of Things—not the garbled sense—plus the real future of computing aligning hardware and software, it all adds up to this ability to program reality
  • I run a giant video infrastructure and I have collaborators all over the world that I see more than many of my colleagues at MIT because we're all too busy on campus. The next Silicon Valley is a network, it's not a place. Invention happens in these networks.
  • When Edwin Land was kicked out of Polaroid, he made the Rowland Institute, which was making an ideal research institute with the best facilities and the best people and they could do whatever they want. But almost nothing came from it because there was no turnover of the gene pool, there was no evolutionary pressure.  
  • the wrong way to do research, which is to believe there's a privileged set of people that know more than anybody else and to create a barrier that inhibits communication from the inside to the outside
  • you need evolutionary pressure, you need traffic, you need to be forced to deal with people you don't think you need to encounter, and you need to recognize that to be disruptive it helps to know what people know
  • For me the hardest thing isn't the research. That's humming along nicely. It's that we're finding we have to build a completely new kind of social order and that social entrepreneurship—figuring out how you live, learn, work, play—is hard and there's a very small set of people who can do that kind of organizational creation.
    • Kurt Laitner
      Kurt Laitner on 17 Feb 15
       
      our challenge in the OVN space
  • Kurt Laitner on 17 Feb 15
     
    what is heavy is local, what is light is global, and increasingly manufacturing is being recreated along this principle
Tiberius Brastaviceanu

The commons law project: A vision of green governance - 0 views

blog.p2pfoundation.net/...26

commons law project governance legal David Bollier Michel Bauwens

shared by Tiberius Brastaviceanu on 27 May 12 - No Cached
  • “commons law” (not to be confused with common law)
  • Commons law consists of those social practices, cultural traditions and specific bodies of formal law that recognize the rights of commoners to manage their own resources
  • Ever since the rise of the nation-state and especially industrialized markets, however, commons law has been marginalized if not eclipsed by contemporary forms of market-based law
  • ...19 more annotations...
  • individual property rights and market exchange have been elevated over most everything else, and this has only eroded the rights of commoners,
  • reframe the very notion of “the economy” to incorporate non-market sharing and collaboration.
  • we had concluded that incremental efforts to expand human rights and environmental protection within the framework of the State/Market duopoly were simply not going to achieve much
  • the existing system of regulation and international treaties has been a horrendous failure over the past forty years. Neoliberal economics has corrupted and compromised law and regulation, slashing away at responsible stewardship of our shared inheritance while hastening a steady decline of the world’s ecosystems
  • We concluded that new forms of ecological governance that respect human rights, draw upon commons models and reframe our understanding of economic value, hold great promise
  • An economics and supporting civic polity that valorizes growth and material development as the precondition for virtually everything else is ultimately a dead end—literally.
  • Achieving a clean, healthy and ecologically balanced environment requires that we cultivate a practical governance paradigm based on, first, a logic of respect for nature, sufficiency, interdependence, shared responsibility and fairness among all human beings; and, second, an ethic of integrated global and local citizenship that insists upon transparency and accountability in all activities affecting the integrity of the environment.
  • We believe that commons- and rights-based ecological governance—green governance—can fulfill this logic and ethic. Properly done, it can move us beyond the neoliberal State and Market alliance—what we call the ‘State/Market’—which is chiefly responsible for the current, failed paradigm of ecological governance.
  • The basic problem is that the price system, seen as the ultimate governance mechanism of our polity, falls short in its ability to represent notions of value that are subtle, qualitative, long-term and complicated.
  • These are, however, precisely the attributes of natural systems.
  • Exchange value is the primary if not the exclusive concern.
  • anything that does not have a price and exists ‘outside’ the market is regarded (for the purposes of policy-making) as having subordinate or no value.
  • industry lobbies have captured if not corrupted the legislative process
  • regulation has become ever more insulated from citizen influence and accountability as scientific expertise and technical proceduralism have come to be more and more the exclusive determinants of who may credibly participate in the process
  • we have reached the limits of leadership and innovation within existing institutions and policy structures
  • it will not be an easy task to make the transition from State/Market ecological governance to commons- and rights-based ecological governance
  • It requires that we enlarge our understanding of ‘value’ in economic thought to account for nature and social well-being; that we expand our sense of human rights and how they can serve strategic as well as moral purposes; that we liberate ourselves from the limitations of State-centric models of legal process; and that we honor the power of non-market participation, local context and social diversity in structuring economic activity and addressing environmental problems.
  • articulate and foster a coherent new paradigm
  • deficiencies of centralized governments (corruption, lack of transparency, rigidity, a marginalized citizenry)
Tiberius Brastaviceanu

MasterCoin - 2 views

wiki.mastercoin.org/...Goals

infrastructure possible collaborator

shared by Tiberius Brastaviceanu on 08 Jan 14 - No Cached
  • Tiberius Brastaviceanu on 08 Jan 14
     
    Tibi contacted them to understand more about how Mastercoin can apply to the OVN model.
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

INSO-5-2015 - 0 views

ec.europa.eu/...2476-inso-5-2015.html

horizon 2020 proposal Tibi's selection Guillaume

shared by Tiberius Brastaviceanu on 02 Jun 14 - No Cached
  • Scope:  The scope is that of creating a Community, involving social innovators, researchers, citizens, policy makers, which will bring together on the one hand research actions and results and on the other implementation actions, new initiatives, and policy developments.
  • help promote social innovation initiatives
  • increase relevance of policies and actions
  • ...13 more annotations...
  • development of a common understanding
  • evidence and methodologies that contribute to social innovation up-scaling
  • This does not concern only European but also international developments.
  • Such a social innovation community could be seen also as a “network of networks”.
  • Activities should include:
  • rganisation of brokerage events to enhance the networking
  • information and awareness activities t
  • design strategies/activities for ensuring the best possible use of the research results
  • the organisation of events aimed at identifying priorities for collaboration
  • supporting grassroots experiments, replication, incubation and policy uptake of research results
  • setting up of a network of 'Local Facilitators' for a better dissemination and uptake at all levels.
  • EUR 3 million
  • enable convergence towards a common understanding of social innovation as a tool and outcome.
  • Tiberius Brastaviceanu on 02 Jun 14
     
    "Topic: Social innovation Community INSO-5-2015"
Steve Bosserman

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

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

philosophy p2p tibi sensorica open_networks benefits contributions value

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

Innovation Is About Arguing, Not Brainstorming. Here's How To Argue Productively - 0 views

www.fastcodesign.com/...-doesnt-work-what-does-arguing

innovation paper

shared by Tiberius Brastaviceanu on 07 Apr 12 - No Cached
  • Science shows that brainstorms can activate a neurological fear of rejection and that groups are not necessarily more creative than individuals.
  • To innovate, we need environments that support imaginative thinking, where we can go through many crazy, tangential, and even bad ideas to come up with good ones.
  • work both collaboratively and individually
  • ...20 more annotations...
  • healthy amount of heated discussion, even arguing.
  • not feel so judged
  • become defensive and shut down
  • deliberative discourse
  • “Argue. Discuss. Argue. Discuss.”
  • It refers to participative and collaborative (but not critique-free) communication.
  • Multiple positions and views are expressed with a shared understanding that everyone is focused on a common goal. There is no hierarchy. It’s not debate because there are no opposing sides trying to “win.” Rather, it’s about working together to solve a problem and create new ideas.
  • Here are five key rules of engagement that we’ve found to yield fruitful sessions and ultimately lead to meaningful ideas.
  • creating a space where everyone can truly contribute.
  • “Yes, AND”
  • “no, BECAUSE.”
  • if you’re going to say no, you better be able to say why.
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 07 Apr 12
       
      inter-subjectivity as a criteria for objectivity  
  • We conduct ethnographic research to inform our intuition, so we can understand people’s needs, problems, and values.
  • accountable to something other than our own opinions, and it means we can push back on colleagues’ ideas without getting personal.
  • We curate teams to create diversity
  • bring different ways of looking at the world and solving problems to the table.
  • Argument is productive for us because everyone knows that we’re working toward a shared goal.
  • The statement of purpose establishes the rules: It reminds us that we are working together to move the ball down the field. As much as we may argue and disagree, anything that happens in the room counts toward our shared goal. This enables us to argue and discuss without hurting one another.
  • Deliberative discourse is a form of play, and for play to yield great ideas, we have to take it seriously.
Tiberius Brastaviceanu

Value network - Wikipedia - 0 views

en.wikipedia.org/...Value_network

value network wikipedia

shared by Tiberius Brastaviceanu on 29 Aug 11 - Cached
  • a business analysis perspective
  • describes
  • resources within and between businesses
  • ...38 more annotations...
  • nodes in a value network represent people
  • nodes are connected by interactions that represent tangible and intangible deliverables
  • Value networks exhibit interdependence
  • Companies have both internal and external value networks.[1]
  • customers or recipients, intermediaries, stakeholders, complementary, open innovation networks and suppliers
  • key activities
  • processes and relationships that cut across internal boundaries
  • Value is created through exchange and the relationships between roles
  • F&S's value networks consists of these components
  • customers
  • Some service the customers all use, and enables interaction between the customers
  • service
  • contracts that enables access to the service
  • the network formed by phone users
  • example
  • example
  • car insurance company
  • how a company understands itself
  • value creation process
  • value creating system
  • all stakeholders co-produce value
  • systematic social innovation
  • strategy as
  • the Value Network to emerge as a mental model
  • Verna Allee defines value networks [5] as any web of relationships that generates both tangible and intangible value through complex dynamic exchanges between two or more individuals, groups or organizations. Any organization or group of organizations engaged in both tangible and intangible exchanges can be viewed as a value network, whether private industry, government or public sector.
  • Allee developed Value network analysis, a whole systems mapping and analysis approach to understanding tangible and intangible value creation among participants in an enterprise system
  • participants, transactions and tangible and intangible deliverables that together form a value network.
  • knowledge
  • benefits
  • favors
  • know-how
  • policy
  • planning
  • process
  • biological organisms, including humans, function in a self-organizing mode internally and externally
  • no central “boss” to control this dynamic activity
  • The purpose of value networks is to create the most benefit for the people involved in the network (5)
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 29 Aug 11
       
      Verna starts with relationships. I think this is wrong. Perceived value and how to get  to it determines the type of relationships we forge with other people with whom we robe shoulders.  
Kurt Laitner

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

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

metrics values context paper blog

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

About Project - Dog Aging Project - 0 views

dogagingproject.org/about-project

GoodLabs_mapping

shared by Tiberius Brastaviceanu on 30 Oct 20 - No Cached
  • Tiberius Brastaviceanu on 30 Oct 20
     
    "The goal of the Dog Aging Project is to understand how genes, lifestyle, and environment influence aging. We want to use that information to help pets and people increase healthspan, the period of life spent free from disease."
Tiberius Brastaviceanu

Welcome to the new reputation economy (Wired UK) - 1 views

www.wired.co.uk/...-to-the-new-reputation-economy

economy Reputation paper

shared by Tiberius Brastaviceanu on 02 Oct 12 - No Cached
  • banks take into account your online reputation alongside traditional credit ratings to determine your loan
  • headhunters hire you based on the expertise you've demonstrated on online forums
  • reputation data becomes the window into how we behave, what motivates us, how our peers view us and ultimately whether we can or can't be trusted.
  • ...37 more annotations...
  • At the heart of Movenbank is a concept call CRED.
  • The difference today is our ability to capture data from across an array of digital services. With every trade we make, comment we leave, person we "friend", spammer we flag or badge we earn, we leave a trail of how well we can or can't be trusted.
  • An aggregated online reputation having a real-world value holds enormous potential
  • peer-to-peer marketplaces, where a high degree of trust is required between strangers; and where a traditional approach based on disjointed information sources is currently inefficient, such as recruiting.
  • opportunity to reinvent the way people found jobs through online reputation
  • "It's not about your credit, but your credibility," King says.
  • But this wealth of data raises an important question -- who owns our reputation? Shouldn't our hard-earned online status be portable? If you're a SuperHost on Airbnb, shouldn't you be able to use that reputation to, say, get a loan, or start selling on Etsy?
  • "People are currently underusing their networks and reputation," King says. "I want to help people to understand and build their influence and reputation, and think of it as capital they can put to good use."
  • Social scientists have long been trying to quantify the value of reputation.
  • Using functional magnetic resonance imaging, the researchers monitored brain activity
  • "The implication of our study is that different types of reward are coded by the same currency system." In other words, our brains neurologically compute personal reputation to be as valuable as money.
  • Personal reputation has been a means of making socioeconomic decisions for thousands of years. The difference today is that network technologies are digitally enabling the trust we used to experience face-to-face -- meaning that interactions and exchanges are taking place between total strangers.
  • Trust and reputation become acutely important in peer-to-peer marketplaces such as WhipCar and Airbnb, where members are taking a risk renting out their cars or their homes.
  • When you are trading peer-to-peer, you can't count on traditional credit scores. A different measurement is needed. Reputation fills this gap because it's the ultimate output of how much a community trusts you.
  • Welcome to the reputation economy, where your online history becomes more powerful than your credit history.
  • Presently, reputation data doesn't transfer between verticals.
  • A wave of startups, including Connect.Me, TrustCloud, TrustRank, Legit and WhyTrusted, are trying to solve this problem by designing systems that correlate reputation data. By building a system based on "reputation API" -- a combination of a user's activity, ratings and reviews across sites -- Legit is working to build a service that gives users a score from zero to 100. In trying to create a universal metric for a person's trustworthiness, they are trying to "become the credit system of the sharing economy", says Jeremy Barton, the 27-year-old San Francisco-based cofounder of Legit.
  • His company, and other reputation ventures, face some big challenges if they are to become, effectively, the PayPal of trust. The most obvious is coming up with algorithms that can't be easily gamed or polluted by trolls. And then there's the critical hurdle of convincing online marketplaces not just to open up their reputation vaults, but create a standardised format for how they frame and collect reputation data. "We think companies will share reputation data for the same reasons banks give credit data to credit bureaux," says Rob Boyle, Legit cofounder and CTO. "It is beneficial for one company to give up their slice of reputation data if in return they get access to the bigger picture: aggregated data from other companies."
  • PeerIndex, Kred and Klout,
  • are measuring social influence, not reputation. "Influence measures your ability to drag someone into action,"
  • "Reputation is an indicator of whether a person is good or bad and, ultimately, are they trustworthy?"
  • Early influence and reputation aggregators will undoubtedly learn by trial and error -- but they will also face the significant challenge of pioneering the use of reputation data in a responsible way. And there's a challenge beyond that: reputation is largely contextual, so it's tricky to transport it to other situations.
  • Many of the ventures starting to make strides in the reputation economy are measuring different dimensions of reputation.
  • reputation is a measure of knowledge
  • a measure of trust
  • a measure of propensity to pay
  • measure of influence
  • Reputation capital is not about combining a selection of different measures into a single number -- people are too nuanced and complex to be distilled into single digits or binary ratings.
  • It's the culmination of many layers of reputation you build in different places that genuinely reflect who you are as a person and figuring out exactly how that carries value in a variety of contexts.
  • The most basic level is verification of your true identity
  • reliability and helpfulness
  • do what we say we are going to do
  • respect another person's property
  • trusted to pay on time
  • we will be able to perform a Google- or Facebook-like search and see a picture of a person's behaviour in many different contexts, over a length of time. Slivers of data that have until now lived in secluded isolation online will be available in one place. Answers on Quora, reviews on TripAdvisor, comments on Amazon, feedback on Airbnb, videos posted on YouTube, social groups joined, or presentations on SlideShare; as well as a history and real-time stream of who has trusted you, when, where and why. The whole package will come together in your personal reputation dashboard, painting a comprehensive, definitive picture of your intentions, capabilities and values.
  • idea of global reputation
  • By the end of the decade, a good online reputation could be the most valuable currency in your possession.
Kurt Laitner

Unifying the Value Universe | OnTheSpiral - 0 views

onthespiral.com/unifying-value-universe

*gregoryrader refined related rader quadrant

shared by Kurt Laitner on 03 Apr 13 - No Cached
  • The inability to quantify tangible value makes symmetric exchange difficult, but within the context of long term relationships, symmetric exchange becomes unnecessary.
  • The key to unifying these disparate definitions is understanding that the attention economy as an inherently unstable domain.  Both types of contributors use the same mechanism (attention) to parlay their contributions into interactions belonging to an adjacent quadrant.
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

home / FisheadMovie - 0 views

www.fisheadmovie.com

fishhead movie psychopaths leadership

shared by Kurt Laitner on 30 Dec 13 - No Cached
  • Kurt Laitner on 30 Dec 13
     
    understand your competition
Kurt Laitner

Uber, Data Darwinism and the future of work - Tech News and Analysis - 0 views

gigaom.com/...rwinism-and-the-future-of-work

quantified self ratings on demand workforce

shared by Kurt Laitner on 17 Sep 13 - No Cached
  • Kurt Laitner on 17 Sep 13
     
    also see http://www.baen.com/chapters/W200011/0671319744___1.htm on this theme of absolute accountability
  • Kurt Laitner on 17 Sep 13
     
    something to keep in mind while designing value equations, understanding the impact of absolute accountability, and the need to ensure we are measuring wht matters as important decisions will be made based on the metric, whether or not the metric is being used properly in context (for example using klout scores to choose among candidates for an engineering job)
Kurt Laitner

Introducing Edgeryders: the corporation without permission | Contrordine compagni - 0 views

www.cottica.net/...corporation-without-permission

edgeryders permission brand use

shared by Kurt Laitner on 28 Nov 13 - No Cached
  • we are a corporation without permission.
  • Anyone can claim to represent Edgeryders:
  • provided the project is not in contrast with the community’s values
  • ...7 more annotations...
  • gets hired f
  • Edgeryders LBG provides the corporate infrastructure to deploy it: team building, technology, outreach and engagement, invoicing, banking, whatever. This is regulated by ad-hoc agreements between project leaders and the company, because every project is different. Once a contract is signed, the company’s board of directors takes on legal responsibility for delivering on it, just as with any other corporation.
  • self-selection
  • This much openness guarantees a very high rate of idea generation – and an equally high rate of idea rejection by lack of momentum. Anything that lives through this much natural selection has to be very, very good – and clients stand to benefit from it.
  • You can never hire them – they would not get through your HR firewall, because your HR people don’t understand or recognize their qualifications.
  • many of them don’t function well in hierarchies and bureaucracy
  • We provide an interface for them to keep true to themselves while meeting your accountability requirements
  • Kurt Laitner on 28 Nov 13
     
    some interesting parallels, unfortunately not as fully explored as I would like
Tiberius Brastaviceanu

Google Apps Script - introduction - 0 views

code.google.com/...guide_events.html

google script apps Programming javascript tool tools infrastructure

shared by Tiberius Brastaviceanu on 03 May 11 - No Cached
  • script that you want to run every day at a specific time
  • script that should run after a user submits a data-collection form.
  • Google Apps Script provides simple event handlers and installable event handlers, which are easy ways for you to specify functions to run at a particular time or in response to an event.
  • ...39 more annotations...
  • let's consider the terminology we use for events
  • event triggers
  • triggers
  • in response
  • event handler
  • event
  • onInstall function
  • onOpen function.
  • onEdit function
  • the simple event handlers are restricted in what they are permitted to do:
  • The spreadsheet containing the script must be opened for editing
  • cannot determine the current user
  • cannot access any services that require authentication as that user
  • Calendar, Mail and Site are not anonymous and the simple event handlers cannot access those services.
  • can only modify the current spreadsheet. Access to other spreadsheets is forbidden.
  • see Understanding Permissions and Script Execution.
  • The onOpen function runs automatically when a user opens a spreadsheet.
  • add custom menu items to the spreadsheet's menu bar.
  • onEdit function runs automatically when any cell of the spreadsheet is edited.
  • record the last modified time in a comment on the cell that was edited.
  • The onInstall function is called when a script is installed from the Script Gallery.
  • setting up custom menus for the user.
  • the script can call onOpen from onInstall.
  • Installable event handlers are set on the Triggers menu within the Script Editor, and they're called triggers in this document.
  • When a specific time is reached
  • When a form is submitted
  • When a Spreadsheet is edited
  • When a Spreadsheet is opened.
  • They can potentially access all services available to the user who installed the handler.
  • are fully-capable scripts with none of the access limitations of simple event handlers
  • may not be able to determine which user triggered the event being handled
  • The spreadsheet containing the script does not have to be open for the event to be triggered and the script to run.
  • You can connect triggers to one or more functions in a script. Any function can have multiple triggers attached. In addition, you can add trigger attributes to a function to further refine how the trigger behaves.
  • When a script runs because of a trigger, the script runs using the identity of the person who installed the trigger, not the identity of the user whose action triggered the event. This is for security reasons.
  • Installing an event handler may prompt for authorization to access
  • An event is passed to every event handler as the argument (e). You can add attributes to the (e) argument that further define how the trigger works or that capture information about how the script was triggered.
  • an example of a function that sends email to a designated individual containing information captured by a Spreadsheet when a form is submitted.
  • With Google Apps, forms have the option to automatically record the submitter's username, and this is available to the script as e.namedValues["Username"]. Note: e.namedValues are only available for Google Apps domains and not for consumer Google accounts.
  • The available attributes for triggers are described in the following tables.
  • Tiberius Brastaviceanu on 03 May 11
     
    script that you want to run every day at a specific time
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