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sebastianklemm

DOEN Foundation - 1 views

www.doen.nl/en

organisation potential_partner greens_for_good

shared by sebastianklemm on 30 Apr 21 - No Cached
  • sebastianklemm on 30 Apr 21
     
    The DOEN Foundation supports pioneers who work hard to establish a greener, more socially-inclusive, and more creative society, in which: > the capacity of the planet is the starting point (green); > everybody can participate, where people work together and help each other with respect for individual needs and possibilities (socially inclusive); > art and culture are at the heart in the belief that society can not do without (creative). The DOEN Foundation supports initiatives that focus on one of these three themes. Within these themes, we work with programs which specify the type of initiatives we support.
mayssamd

Blockchain-based Supervision model for off-site modular housing production - 0 views

www.sciencedirect.com/...S0166361521000440

IoPA paper accountability supervision

shared by mayssamd on 19 Jan 23 - No Cached
  • Tiberius Brastaviceanu on 25 Jan 23
     
    This is more a case of blockchain applications on the supply chain and information management, in the construction sector. More supply chain than p2p, it would be a stretch to call it p2p manufacturing... The paper has some interesting points though, that I am extracting in the document, under the "Tech level" section. I WOULD DELETE THE "P2P Manufacturing" TAG. Another note: access to full paper not provided.
Kurt Laitner

What do we need corporations for and how does Valve's management structure fit into today's corporate world? | Valve - 0 views

blogs.valvesoftware.com/...it-into-todays-corporate-world

valve management structure company paper

shared by Kurt Laitner on 07 Aug 12 - No Cached
  • Valve’s management model; one in which there are no bosses, no delegation, no commands, no attempt by anyone to tell someone what to do
  • Every social order, including that of ants and bees, must allocate its scarce resources between different productive activities and processes, as well as establish patterns of distribution among individuals and groups of output collectively produced.
  • the allocation of resources, as well as the distribution of the produce, is based on a decentralised mechanism functioning by means of price signals:
  • ...18 more annotations...
  • Interestingly, however, there is one last bastion of economic activity that proved remarkably resistant to the triumph of the market: firms, companies and, later, corporations. Think about it: market-societies, or capitalism, are synonymous with firms, companies, corporations. And yet, quite paradoxically, firms can be thought of as market-free zones. Within their realm, firms (like societies) allocate scarce resources (between different productive activities and processes). Nevertheless they do so by means of some non-price, more often than not hierarchical, mechanism!
  • they are the last remaining vestiges of pre-capitalist organisation within… capitalism
  • Hayek’s argument was predicated upon the premise that knowledge is always ‘local’ and all attempts to aggregate it are bound to fail. The world, in his eyes, is too complex for its essence to be distilled in some central node; e.g. the state.
  • The idea of spontaneous order comes from the Scottish Enlightenment, and in particular David Hume who, famously, argued against Thomas Hobbes’ assumption that, without some Leviathan ruling over us (keeping us “all in awe”), we would end up in a hideous State of Nature in which life would be “nasty, brutish and short”
  • Hume’s counter-argument was that, in the absence of a system of centralised command, conventions emerge that minimise conflict and organise social activities (including production) in a manner that is most conducive to the Good Life
  • The miracle of the market, according to Hayek, was that it managed to signal to each what activity is best for herself and for society as a whole without first aggregating all the disparate and local pieces of knowledge that lived in the minds and subconscious of each consumer, each designer, each producer. How does this signalling happen? Hayek’s answer (borrowed from Smith) was devastatingly simple: through the movement of prices
  • The idea here is that, through this ever-evolving process, people’s capacities, talents and ideas are given the best chance possible to develop and produce synergies that promote the Common Good. It is as if an invisible hand guides Valve’s individual members to decisions that both unleash each person’s potential and serve the company’s collective interest (which does not necessarily coincide with profit maximisation).
  • Hume thought that humans are prone to all sorts of incommensurable passions (e.g. the passion for a video game, the passion for chocolate, the passion for social justice) the pursuit of which leads to many different types of conventions that, eventually, make up our jointly produced spontaneous order
  • In contrast, Smith and Hayek concentrate their analysis on a single passion: the passion for profit-making
  • Hume also believed in a variety of signals, as opposed to Hayek’s exclusive reliance on price signalling
  • One which, instead of price signals, is based on the signals Valve employees emit to one another by selecting how to allocate their labour time, a decision that is bound up with where to wheel their tables to (i.e. whom to work with and on what)
  • He pointed out simply and convincingly that the cost of subcontracting a good or service, through some market, may be much larger than the cost of producing that good or service internally. He attributed this difference to transactions costs and explained that they were due to the costs of bargaining (with contractors), of enforcing incomplete contracts (whose incompleteness is due to the fact that some activities and qualities cannot be fully described in a written contract), of imperfect monitoring and asymmetrically distributed information, of keeping trade secrets… secret, etc. In short, contractual obligations can never be perfectly stipulated or enforced, especially when information is scarce and unequally distributed, and this gives rise to transaction costs which can become debilitating unless joint production takes place within the hierarchically structured firm. Optimal corporation size corresponds, in Coase’s scheme of things, to a ‘point’ where the net marginal cost of contracting out a service or good (including transaction costs) tends to zero 
  • As Coase et al explained in the previous section, the whole point about a corporation is that its internal organisation cannot turn on price signals (for if it could, it would not exist as a corporation but would, instead, contract out all the goods and services internally produced)
  • Each employee chooses (a) her partners (or team with which she wants to work) and (b) how much time she wants to devote to various competing projects. In making this decision, each Valve employee takes into account not only the attractiveness of projects and teams competing for their time but, also, the decisions of others.
  • Valve differs in that it insists that its employees allocate 100% of their time on projects of their choosing
  • Valve is, at least in one way, more radical than a traditional co-operative firm. Co-ops are companies whose ownership is shared equally among its members. Nonetheless, co-ops are usually hierarchical organisations. Democratic perhaps, but hierarchical nonetheless. Managers may be selected through some democratic or consultative process involving members but, once selected, they delegate and command their ‘underlings’ in a manner not at all dissimilar to a standard corporation. At Valve, by contrast, each person manages herself while teams operate on the basis of voluntarism, with collective activities regulated and coordinated spontaneously via the operations of the time allocation-based spontaneous order mechanism described above.
  • In contrast, co-ops and Valve feature peer-based systems for determining the distribution of a firm’s surplus among employees.
  • There is one important aspect of Valve that I did not focus on: the link between its horizontal management structure and its ‘vertical’ ownership structure. Valve is a private company owned mostly by few individuals. In that sense, it is an enlightened oligarchy: an oligarchy in that it is owned by a few and enlightened in that those few are not using their property rights to boss people around. The question arises: what happens to the alternative spontaneous order within Valve if some or all of the owners decide to sell up?
Tiberius Brastaviceanu

Democrasoft Town Hall Online - 1 views

www.collaborizeclassroom.com/townhallonline

town town hall hall online goverannce community tool infrastructure

shared by Tiberius Brastaviceanu on 04 Jun 12 - No Cached
  • Tiberius Brastaviceanu on 04 Jun 12
     
    Town Hall meetings are designed to give voice to everyone within a community. Town Hall Online allows any and all members of the community to ask questions, voice their opinions and vote on issues of mutual concern. Discussion topics are self-contained engagement modules that can include attachments like documents, videos, links and more. They provide a written record of the conversation and include the ability for community members to vote and be counted on individual issues. Town Hall Online topics are organized by categories created by community members and/or moderators, which can be modified anytime, as needed. Best of all, with one click, any individual discussion topic can be shared to Facebook, LinkedIn or any of more than 200 social networks, so sharing the discussion with others outside your immediate community is quick, easy and effective. It's the ultimate in building consensus and getting the word out.
Kurt Laitner

We Have A Crazy Plan - 0 views

techcrunch.com/...reddit-fundraising

reddit value accounting equity distribution paper

shared by Kurt Laitner on 01 Oct 14 - No Cached
  • “We have a crazy plan and what we’re going to do is create a crypto-currency that is backed by those shares. Then we’re going to distribute the currency to the community through some reasonably fair way that reflects the contributions of community. That is one of the more complex subproblems we have to figure out.”
  • Kurt Laitner on 01 Oct 14
     
    ""We have a crazy plan and what we're going to do is create a crypto-currency that is backed by those shares. Then we're going to distribute the currency to the community through some reasonably fair way that reflects the contributions of community. That is one of the more complex subproblems we have to figure out.""
Tiberius Brastaviceanu

Partner State - P2P Foundation - 0 views

p2pfoundation.net/Partner_State

partner state blockchainaccess_project paper

shared by Tiberius Brastaviceanu on 30 May 16 - No Cached
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 30 May 16
       
      we call this a custodian
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 30 May 16
       
      we call this a custodian
  • So here we have it, the new triarchy: - The state, with its public property and representative mechanisms of governance (in the best scenario) - The private sector, with the corporation and private property - The commons, with the Trust (or the for-benefit association), and which is the ‘property’ of all its members (not the right word in the context of the commons, since it has a different philosophy of ownership)
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 30 May 16
       
      so where is direct democracy in all this?
  • ...39 more annotations...
  • In a first phase, the commons simply emerges as an added alternative.
  • becoming a subsector of society, and starts influencing the whole
  • phase transition and transformation will need to occur.
  • how a commons-dominated, i.e. after the phase transition, society would look like.
  • At its core would be a collection of commons, represented by trusts and for-benefit associations, which protect their common assets for the benefit of present and future generations
  • The commons ‘rents out’ the use of its resources to entrepreneurs. In other words, business still exists, though infinite growth-based capitalism does not.
  • More likely is that the corporate forms will be influenced by the commons and that profit will be subsumed to other goals, that are congruent with the maintenance of the commons.
  • The state will still exist, but will have a radically different nature
  • Much of its functions will have been taken over by commons institutions, but since these institutions care primarily about their commons, and not the general common good, we will still need public authorities that are the guarantor of the system as a whole, and can regulate the various commons, and protect the commoners against possible abuses. So in our scenario, the state does not disappear, but is transformed, though it may greatly diminish in scope, and with its remaining functions thoroughly democratized and based on citizen participation.
  • In our vision, it is civil-society based peer production, through the Commons, which is the guarantor of value creation by the private sector, and the role of the state, as Partner State, is to enable and empower the creation of common value. The new peer to peer state then, though some may see that as a contradictio in terminis, is a state which is subsumed under the Commons, just as it is now under the private sector. Such a peer to peer state, if we are correct, will have a much more modest role than the state under a classic state society, with many of its functions taken over by civil society associations, interlinked in processes of global governance. The above then, this triarchy, is the institutional core which replaces the dual private-public binary system that is characteristic of the capitalist system that is presently the dominant format.
  • fundamental mission is to empower direct social-value creation, and to focus on the protection of the Commons sphere as well as on the promotion of sustainable models of entrepreneurship and participatory politics
  • the state becomes a 'partner state' and enables autonomous social production.
  • trigger the production/construction of new commons by - (co-) management of complexe resource systems which are not limited to local boundaries or specific communities (as manager and partner) - survey of rules (chartas) to care for the commons (mediator or judge) - kicking of or providing incentives for commoners governing their commons - here the point is to design intelligent rules which automatically protect the commons, like the GPL does (facilitator)"
  • retreating from the binary state/privatization dilemma to the triarchical choice of an optimal mix amongst government regulation, private-market freedom and autonomous civil-society projects
  • the role of the state
  • “the peer production of common value requires civic wealth and strong civic institutions.
  • the state does exist, and I believe that we can’t just imagine that we live in a future state-less society
  • the emergence of the digital commons. It is the experience of creating knowledge, culture, software and design commons, by a combination of voluntary contributions, entrepreneurial coalitions and infrastructure-protecting for-benefit associations, that has most tangibly re-introduced the idea of commons, for all to use without discrimination, and where all can contribute. It has drastically reduced the production, distribution, transaction and coordination costs for the immaterial value that is at the core also of all what we produce physically, since that needs to be made, needs to be designed. It has re-introduced communing as a mainstream experience for at least one billion internet users, and has come with proven benefits and robustness that has outcompeted and outcooperated its private rivals. It also of course offers new ways to re-imagine, create and protect physical commons.
  • participatory politics
  • peer to peer, i.e. the ability to freely associate with others around the creation of common value
  • communal shareholding, i.e. the non-reciprocal exchange of an individual with a totality. It is totality that we call the commons.
  • It is customary to divide society into three sectors, and what we want to show is how the new peer to peer dynamic unleashed by networked infrastructures, changes the inter-relationship between these three sectors.
  • In the current ‘cognitive capitalist’ system, it is the private sector consisting of enterprises and businesses which is the primary factor, and it is engaged in competitive capital accumulation. The state is entrusted with the protection of this process. Though civil society, through the citizen, is in theory ‘sovereign’, and chooses the state; in practice, both civil society and the state are under the domination of the private sector.
  • it fulfills three contradictory functions
  • Of course, this is not to say that the state is a mere tool of private business.
  • protect the whole system, under the domination of private business
  • protector of civil society, depending on the balance of power and achievements of social movements
  • protector of its own independent interests
  • Under fascism, the state achieves great independence from the private sector , which may become subservient to the state. Under the welfare state, the state becomes a protector of the social balance of power and manages the achievements of the social movement; and finally, under the neoliberal corporate welfare state, or ‘market state’, it serves most directly the interests of the financial sector.
  • key institutions and forms of property.
  • The state managed a public sector, under its own property.
  • The private sector , under a regime of private ownership, is geared to profit, discounts social and natural externalities, both positive and negative, and uses its dominance in society to use and dominate the state.
  • civil society has a relative power as well, through its capability of creating social movements and associations
  • Capitalism has historically been a pendulum between the private and the public sector
  • However, this configuration is changing,
  • the endangerment of the biosphere through the workings of ‘selfish’ market players; the second is the role of the new digital commons.
  • stop enclosures
  • Peer production gives us an advance picture of how a commons-oriented society would look like. At its core is a commons and a community contributing to it, either voluntarily, or as paid entrepreneurial employees. It does this through collaborative platforms using open standards. Around the commons emerges enterprises that create added value to operate on the marketplace, but also help the maintenance and the expansion of the commons they rely on. A third partner are the for-benefit associations that maintain the infrastructure of cooperation. Public authorities could play a role if they wanted to support existing commons or the creation of new commons, for the value they bring to society.
  • if a commons is not created as in the case of the digital commons, it is something that is inherited from nature or former generations, given in trust and usufruct, so that it can be transmitted to our descendents. The proper institution for such commons is therefore the trust, which is a corporate form that cannot touch its principal capital, but has to maintain it.
Tiberius Brastaviceanu

How The Blockchain Will Transform Everything From Banking To Government To Our Identities - 1 views

www.forbes.com/...o-government-to-our-identities

blockchainaccess_project paper

shared by Tiberius Brastaviceanu on 03 Jun 16 - No Cached
  • The first generation of the Internet was a great tool for communicating, collaborating and connecting online, but it was not ideal for business. When you send and share information on the Internet, you’re not sending an original but a copy. That’s good for information — it means people have a printing press for information and that information becomes democratized — but if you want to send an asset, it’s a problem. If I send you $100 online, you need to be sure you have it and I don’t, and that I can’t spend the same $100 somewhere else. As a result, we need intermediaries to perform critical roles — to establish identity between two parties in a transaction, and to do all the settlement transaction logic, which includes record-keeping.
  • With blockchain, for the first time, we have a new digital medium for value where anyone can access anything of value — stocks, bonds, money, digital property, titles, deeds — and even things like identity and votes can be moved, stored and managed securely and privately. Trust is not established though a third party but with clever code and mass consensus using a network. That’s got huge implications for intermediaries and businesses and society at large
  • And also with government, as a central repository of information an entity that delivers services.
  • ...35 more annotations...
  • There’s an opportunity to disrupt how those organizations work. Intermediaries, though they do a good job, have a few problems — they’re centralized, which makes them vulnerable to attack or failure
  • They tax the system
  • They capture data
  • They exclude billions of people from the global economy
  • internet of value
  • With blockchain, we can go from redistributing wealth to distributing value and opportunity value fairly a priori, from cradle to grave.
  • creating a true sharing economy by replacing service aggregators like Uber with distributed applications on the blockchain
  • unleashing a new age of entrepreneurship
  • build accountable governments through transparency, smart contracts and revitalized models of democracy.
  • The virtual you is owned by large intermediaries
  • This virtual you knows more about you than you do sometimes
  • So there’s a strange phenomenon from the first generation of the Internet where the most important asset class that’s been created is data —and we don’t control it or own it.
  • individuals taking back their identity through your own personal avatar
  • The financial services industry
  • antiquated
  • a complicated machine that does a simple thing
  • settlement
  • an opportunity to profoundly change the nature of the entire industry. The Starbucks transaction should be instant.
  • At the heart of it, the financial services industry moves value.
  • so this is both an existential threat to the financial services industry and an historic opportunity.
  • Banks trade on trust
  • Within the decade, every single financial asset, which is really just a contract
  • will all move to a blockchain-based format
  • In the accounting world, a lot of firms rely on costly audits to drive their profits
  • With blockchain, you could have a third entry time-stamped in a distributed ledger that could be acceptable to any relevant stakeholders from regulators to shareholders, giving you a perfect record of the truth and thus the financial health of an organization.
  • Nobel-winning economist Ronald Coase argued that firms exist because transaction costs in an open market are greater than the cost of doing things inside the boundaries of the corporation.
  • four costs — of search, coordination, contracting and establishing trust
  • Blockchains will profoundly affect all of these.
  • you can now synthesize trust on an open platform and people who’ve never met can trust each other to do certain things. So this results in a whole number of new business models
  • It turns out the Internet of Everything needs a Ledger of Everything, because a lightbulb buying power from your neighbor’s solar panel definitely won’t use banks or the Visa network
  • Right now, governments take tax revenue from corporations, individuals, licenses and so on. All of that can change. We can first of all have transparency in a radical sense because sunlight is the best disinfectant. Secondly, we can open up governments in a different sense of sharing data.
  • governments can enable self-organization to occur in society where companies, civil society organizations, NGOs, academics, foundations, and government agencies and individual citizens ought to use this data to self-organize and create what we used to call services or forms of public value. The third one has to do with the relationship between citizens and their governments.
  • There are more opportunities to create government by the people for the people
  • Electronic voting won’t be delivered by traditional server technology because it won’t be trusted by citizens
Kurt Laitner

The Promise of the Commons: an Interview with David Bollier - 0 views

www.shareable.net/...n-interview-with-david-bollier

commons David Bollier interview paper

shared by Kurt Laitner on 20 Jan 14 - No Cached
  • We need to imagine new forms of governance
  • Because at a local, self-organized level, the commons can perform lots of tasks that governments just aren't doing well because they’re too corrupted or bought off or too centralized and incapable of dealing with diverse, distributed complexity.”
  • “the commons provides for more fairness, it provides for more individual freedom of participation and it provides for a sense of sufficiency for everyone without getting into the consumerist, growth forever syndrome.
Tiberius Brastaviceanu

Places to Intervene in a System by Donella H. Meadows - developer.*, Developer Dot Star - 0 views

www.developerdotstar.com/...places_intervene_system.html

systems complexity management paper

shared by Tiberius Brastaviceanu on 20 Sep 11 - Cached
  • Folks who do systems analysis have a great belief in "leverage points."
  • where a small shift in one thing can produce big changes in everything.
  • backward intuition
  • ...15 more annotations...
  • "Places to Intervene in a System," followed by nine items: 9.  Numbers (subsidies, taxes, standards). 8.  Material stocks and flows. 7.  Regulating negative feedback loops. 6.  Driving positive feedback loops. 5.  Information flows. 4.  The rules of the system (incentives, punishment, constraints). 3.  The power of self-organization. 2.  The goals of the system. 1.  The mindset or paradigm out of which the goals, rules, feedback structure arise.
  • an invitation to think more broadly about system change.
  • Numbers ("parameters" in systems jargon) determine how much of a discrepancy turns which faucet how fast.
  • some of which are physically locked in, but most of which are popular intervention points.
  • Probably ninety-five percent of our attention goes to numbers, but there's not a lot of power in them.
  • Not that parameters aren't important—they can be, especially in the short term and to the individual who's standing directly in the flow. But they rarely change behavior. If the system is chronically stagnant, parameter changes rarely kick-start it. If it's wildly variable, they don't usually stabilize it. If it's growing out of control, they don't brake it.
  • Spending more on police doesn't make crime go away.
  • Numbers become leverage points when they go into ranges that kick off one of the items higher on this list.
  • Probably the most common kind of critical number is the length of delay in a feedback loop.
  • A delay in a feedback process is critical relative to rates of change (growth, fluctuation, decay) in the system state that the feedback loop is trying to control.
  • Delays that are too short cause overreaction, oscillations amplified by the jumpiness of the response. Delays that are too long cause damped, sustained, or exploding oscillations, depending on how much too long. At the extreme they cause chaos. Delays in a system with a threshold, a danger point, a range past which irreversible damage can occur, cause overshoot and collapse.
  • delays are not often easily changeable
  • It's usually easier to slow down the change rate (positive feedback loops, higher on this list), so feedback delays won't cause so much trouble
  • Most systems have evolved or are designed to stay out of sensitive parameter ranges. Mostly, the numbers are not worth the sweat put into them.
  • The plumbing structure, the stocks and flows and their physical arrangement, can have an enormous effect on how a system operates.
Tiberius Brastaviceanu

Open Source 3-D Printed Nutating Mixer - Appropedia, the sustainability wiki - 0 views

www.appropedia.org/rce_3-D_Printed_Nutating_Mixer

open science open hardware OSH catalog

shared by Tiberius Brastaviceanu on 10 Oct 23 - No Cached
  • Tiberius Brastaviceanu on 10 Oct 23
     
    "As the open source development of additive manufacturing has led to low-cost desktop three-dimensional (3-D) printing, a number of scientists throughout the world have begun to share digital designs of free and open source scientific hardware. Open source scientific hardware enables custom experimentation, laboratory control, rapid upgrading, transparent maintenance, and lower costs in general. To aid in this trend, this study describes the development, design, assembly, and operation of a 3-D printable open source desktop nutating mixer, which provides a fixed 20° platform tilt angle for a gentle three-dimensional (gyrating) agitation of chemical or biological samples (e.g., DNA or blood samples) without foam formation. The custom components for the nutating mixer are designed using open source FreeCAD software to enable customization. All of the non-readily available components can be fabricated with a low-cost RepRap 3-D printer using an open source software tool chain from common thermoplastics. All of the designs are open sourced and can be configured to add more functionality to the equipment in the future. It is relatively easy to assemble and is accessible to both the science education of younger students as well as state-of-the-art research laboratories. Overall, the open source nutating mixer can be fabricated with US$37 in parts, which is 1/10th of the cost of proprietary nutating mixers with similar capabilities. The open source nature of the device allow it to be easily repaired or upgraded with digital files, as well as to accommodate custom sample sizes and mixing velocities with minimal additional costs."
Tiberius Brastaviceanu

About eBird - eBird - 0 views

ebird.org/about

GoodLabs_mapping

shared by Tiberius Brastaviceanu on 30 Oct 20 - No Cached
  • Tiberius Brastaviceanu on 30 Oct 20
     
    "eBird is among the world's largest biodiversity-related science projects, with more than 100 million bird sightings contributed annually by eBirders around the world and an average participation growth rate of approximately 20% year over year."
Tiberius Brastaviceanu

Zooniverse - 0 views

www.zooniverse.org

GoodLabs_mapping

shared by Tiberius Brastaviceanu on 30 Oct 20 - No Cached
  • Tiberius Brastaviceanu on 30 Oct 20
     
    "enables everyone to take part in real cutting edge research in many fields across the sciences, humanities, and more. "
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...
  • 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?
  • 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.
  • At the heart of Movenbank is a concept call CRED.
  • "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.
  • trusted to pay on time
  • 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
  • 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."
  • 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

Guidelines on Measuring Subjective Well-being.pdf - 0 views

www.oecd.org/...%20Subjective%20Well-being.pdf

OECD well being subjective measures

shared by Kurt Laitner on 21 Mar 13 - No Cached
  • such as interest,engagement and meaning,
  • subjective well-being is taken to be:2Good mental states, including all of the various evaluations, positive and negative, that peoplemake of their lives, and the affective reactions of people to their experiences
  • “subjective well-being is an umbrella term for the different valuationspeople make regarding their lives, the events happening to them, their bodies and minds,and the circumstances in which they live”.
  • ...16 more annotations...
  • In measuring overall human well-being then, subjective well-being should be placedalongside measures of non-subjective outcomes, such as income, health, knowledge andskills, safety, environmental quality and social connections
  • Inparticular, a distinction is commonly made between life evaluations, which involve acognitive evaluation of the respondent’s life as a whole (or aspects of it), and measures ofaffect, which capture the feelings experienced by the respondent at a particular point in time(Diener, 1984; Kahneman et al., 1999
  • eudaimonic aspect ofsubjective well-being, reflecting people’s sense of purpose and engagement
  • The framework used here covers all three concepts of well-being:●Life evaluation.●Affect.●Eudaimonia (psychological “flourishing”)
  • the result of a judgement by the individual rather than thedescription of an emotional state.
  • Elements of subjective well-beingLife evaluation
  • making an evaluation of this sort as involving the individual constructing a “standard” thatthey perceive as appropriate for themselves, and then comparing the circumstances oftheir life to that standard
  • Life evaluations are based on how people remember their experiences (Kahneman et al.,1999) and can differ significantly from how they actually experienced things at the time
  • It is for this reason that life evaluations are sometimes characterised as measures of“decision utility” in contrast to “experienced utility”
  • One of the mostwell documented measures of life evaluation – thePersonal Wellbeing Index– consists of eightquestions, covering satisfactions with eight different aspects of life, which are summedusing equal weights to calculate an overall index (International Wellbeing Group, 2006)
  • (job satisfaction, financial satisfaction, house satisfaction, healthsatisfaction, leisure satisfaction and environmental satisfaction),
  • AffectAffect is the term psychologists use to describe a person’s feelings. Measures of affectcan be thought of as measures of particular feelings or emotional states, and they aretypically measured with reference to a particular point in time.
  • Such measures capturehow people experience life rather than how they remember it (Kahneman and Krueger,2006
  • While an overall evaluation of life can be captured in a single measure, affect has atleast two distinct hedonic dimensions: positive affect and negative affect (Kahneman et al.,1999; Diener et al., 1999
  • positive affect is thought to be largely uni-dimensional
  • negative affect may be more multi-dimensional.
Francois Bergeron

Nanotubes make 'exceptional' strain sensor - 0 views

www.rsc.org/...27031101.asp

carbon nanotube sensor

shared by Francois Bergeron on 13 Dec 11 - No Cached
  • Affixed to the chest as a respiration monitor, the team suggest it might help prevent sudden infant death syndrome (SIDS) but Hata's favourite application is the "data glove", which senses the movement of each finger. The group's glove sensed the motions of typing, but they say a version could be used to guide robots which perform surgery.  Hata also has more fun applications in mind, such as game controllers and virtual reality systems.
Tiberius Brastaviceanu

Free-Form Authority Models - P2P Foundation - 0 views

p2pfoundation.net/Free-Form_Authority_Models

decision making decision-making

shared by Tiberius Brastaviceanu on 17 Jul 12 - No Cached
  • ‘authority models’in peer production, contrasts owner-centric authority models from free-form models
  • define the authority models at work in such projects. The models define access and the workflow, and whether there is any quality control.
  • the owner-centric model, entries can only be modified with the permission of a specific ‘owner’ who has to defend the integrity of his module.
  • ...11 more annotations...
  • The free-form model connotes more of a sense that all users are on the “same level," and that expertise will be universally recognized and deferred to.
  • the owner-centric authority model assumes the owner is the de facto expert in the topic at hand
  • In the case of the Wikipedia, the adherents of the owner-centric model, active in the pre-Wikipedia "Nupedia" model, lost out, and presumable, the success of Wikipedia has proven them wrong
  • dominance of difficult people, trolls, and their enablers
  • Far too much credence and respect accorded to people who in other Internet contexts would be labelled "trolls."
  • Wikipedia has, to its credit, done something about the most serious trolling and other kinds of abuse: there is an Arbitration Committee that provides a process whereby the most disruptive users of Wikipedia can be ejected from the project. But there are myriad abuses and problems that never make it to mediation, let alone arbitration.
  • most people working on Wikipedia--the constant fighting can be so off-putting as to drive them away
  • any person who can and wants to work politely with well-meaning
  • root problem: anti-elitism, or lack of respect for expertise.
  • Wikipedia lacks the habit or tradition of respect for expertise
  • nearly everyone with much expertise but little patience will avoid editing Wikipedia
  • Tiberius Brastaviceanu on 17 Jul 12
     
    from p2p foundation 
Tiberius Brastaviceanu

What is an ontology and why we need it - 1 views

protege.stanford.edu/...ntology101-noy-mcguinness.html

protege ontologies infrastructure tutorial

shared by Tiberius Brastaviceanu on 29 Jul 12 - Cached
  • an ontology designer makes these decisions based on the structural properties of a class.
  • an ontology is a formal explicit description of concepts in a domain of discourse (classes (sometimes called concepts)), properties of each concept describing various features and attributes of the concept (slots (sometimes called roles or properties)), and restrictions on slots (facets (sometimes called role restrictions)). An ontology together with a set of individual instances of classes constitutes a knowledge base. In reality, there is a fine line where the ontology ends and the knowledge base begins.
  • Classes describe concepts in the domain
  • ...16 more annotations...
  • A class can have subclasses that represent concepts that are more specific than the superclass.
  • Here we discuss general issues to consider and offer one possible process for developing an ontology. We describe an iterative approach to ontology development: we start with a rough first pass at the ontology. We then revise and refine the evolving ontology and fill in the details. Along the way, we discuss the modeling decisions that a designer needs to make, as well as the pros, cons, and implications of different solutions.
  • In practical terms, developing an ontology includes: �         defining classes in the ontology, �         arranging the classes in a taxonomic (subclass–superclass) hierarchy, �         defining slots and describing allowed values for these slots, �         filling in the values for slots for instances.
  • We can then create a knowledge base by defining individual instances of these classes filling in specific slot value information and additional slot restrictions.
  • Slots describe properties of classes and instances:
  • some fundamental rules in ontology design
  • There is no one correct way to model a domain— there are always viable alternatives. The best solution almost always depends on the application that you have in mind and the extensions that you anticipate. 2)      Ontology development is necessarily an iterative process. 3)      Concepts in the ontology should be close to objects (physical or logical) and relationships in your domain of interest. These are most likely to be nouns (objects) or verbs (relationships) in sentences that describe your domain.
  • how detailed or general the ontology is going to be
  • what we are going to use the ontology for
  • concepts in the ontology must reflect this reality
  • We suggest starting the development of an ontology by defining its domain and scope. That is, answer several basic questions: �         What is the domain that the ontology will cover? �         For what  we are going to use the ontology? �         For what types of questions the information in the ontology should provide answers? �         Who will use and maintain the ontology?
  • plan to use
  • domain
  • If the people who will maintain the ontology describe the domain in a language that is different from the language of the ontology users, we may need to provide the mapping between the languages.
  • One of the ways to determine the scope of the ontology is to sketch a list of questions that a knowledge base based on the ontology should be able to answer, competency questions
  • These competency questions are just a sketch and do not need to be exhaustive.
Francois Bergeron

About NRC Canadian photonics Fabrication Centre - CPFC-CCFDP - NRC-CNRC - 0 views

www.nrc-cnrc.gc.ca/...index.html

nrc canadian fabrication centre government production supplier

shared by Francois Bergeron on 06 Jun 12 - No Cached
  • The National Research Council Canadian Photonics Fabrication Centre (NRC-CPFC) supports the growth of the photonics sector by providing commercial grade foundry services. In this section you will find more information about NRC-CPFC.
  • Where We Are CPFC is located in Ottawa, Canada, on the Montreal Road campus of the National Research Council of Canada. Our address is: Canadian Photonics Fabrication CentreNational Research Council Canada1200 Montreal Road Bldg. M-50Ottawa, Ontario, Canada, K1A 0R6
Tiberius Brastaviceanu

Laser and detector optical fiber - 1 views

docs.google.com/...edit

supplies part parts laser detector system photonics Mosquito mosquito_project

shared by Tiberius Brastaviceanu on 18 Jun 12 - No Cached
  • Tiberius Brastaviceanu on 18 Jun 12
     
    Found by Jonathan, we'll order two versions to try, this replaces the PDLD system, a better system uses a circulator, which is much more expensive.
Kurt Laitner

Goodbye, Dilbert: 'The Rise of the Naked Economy' » Knowledge@Wharton - 2 views

knowledge.wharton.upenn.edu/...bye-dilbert-rise-naked-economy

sensorica the rise of the naked economy book review

shared by Kurt Laitner on 09 Jan 14 - No Cached
  • “teaming”: bringing together a team of professionals for a specific task
  • The old cubicle-based, static company is increasingly being replaced by a more fluid and mobile model: “the constant assembly, disassembly, and reassembly of people, talent, and ideas around a range of challenges and opportunities.”
  • Therefore, the new economy and its “seminomadic workforce” will require “new places to gather, work, live, and interact.”
  • ...17 more annotations...
  • The consumer electronics company Plantronics, for example, knowing that on any given day 40% of its workforce will be working elsewhere, designed its corporate campus to only 60% capacity
  • Their joint enterprise, NextSpace, became their first venture into what they call “coworking,” or the creation of “shared collaborative workspaces.”
  • also nurtures what the authors call “managed serendipity” — ad hoc collaboration between people with diverging but complementary skills
  • the number of coworking spaces worldwide has shot up from 30 in 2006 to 1,130 in 2011
  • someone needs to keep an eye on the big picture, to “connect the dots.”
  • workspaces are designed on a flexible, on-demand and as-needed basis
  • Coonerty and Neuner found that the most productive collaborations tended to pair highly specialized experts with big-picture thinkers
  • they were struck by the number of entrepreneurs and freelancers working at coffee shops in the area
  • Business Talent Group
  • Clients get the specialized help they need at a cost below that of a full-time employee or traditional consulting firm, and specialists are well compensated and rewarded with flexible schedules and a greater degree of choice about which projects to take.
  • This has produced a new market dynamic in which the headhunter of yesteryear has been replaced by “talent brokers” who connect highly specialized talent with companies on a project-by-project basis
  • Matthew Mullenweg, doesn’t have much faith in traditional office buildings or corporate campuses: “I would argue that most offices are full of people not working.”
  • On the other hand, Mullenweg is a big believer in face-to-face collaboration and brainstorming, and flies his teams all over the globe to do so.
  • He also set up an informal workspace in San Francisco called the Lounge
  • Additionally, a 2010 Kauffman-Rand study worried that employer-based health insurance, by discouraging risk-taking, will be an ongoing drag on entrepreneurship
  • the problem of payroll taxes for freelancers
  • up to 44% of independent workers encounter difficulty getting paid fully for their work
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