script that you want to run every day at a specific time
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shared by Tiberius Brastaviceanu on 03 May 11
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Google Apps Script - introduction - 0 views
code.google.com/...guide_events.html
google script apps Programming javascript tool tools infrastructure
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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.
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Calendar, Mail and Site are not anonymous and the simple event handlers cannot access those services.
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Installable event handlers are set on the Triggers menu within the Script Editor, and they're called triggers in this document.
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The spreadsheet containing the script does not have to be open for the event to be triggered and the script to run.
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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.
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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.
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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.
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an example of a function that sends email to a designated individual containing information captured by a Spreadsheet when a form is submitted.
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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.
Tools for Open Science | OKF Open Science Working Group - 1 views
rOpenSci - open source tools for open science - 1 views
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shared by Steve Bosserman on 17 Apr 16
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Scale of Social Structures - Tibi's Philosophy - 3 views
sites.google.com/...p2p-economics
philosophy p2p tibi sensorica open_networks benefits contributions value
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"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. "
Make: Online | Open source hardware 2009 - The definitive guide to open source hardware... - 0 views
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The New Normal in Funding University Science | Issues in Science and Technology - 1 views
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Government funding for academic research will remain limited, and competition for grants will remain high. Broad adjustments will be needed
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systemic problems that arise from the R&D funding system and incentive structure that the federal government put in place after World War II
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unding rates in many National Institutes of Health (NIH) and National Science Foundation (NSF) programs are now at historical lows, declining from more than 30% before 2001 to 20% or even less in 2011
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even the most prominent scientists will find it difficult to maintain funding for their laboratories, and young scientists seeking their first grant may become so overwhelmed that individuals of great promise will be driven from the field
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The growth of the scientific enterprise on university campuses during the past 60 years is not sustainable and has now reached a tipping point at which old models no longer work
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ederal funding agencies must work with universities to ensure that new models of funding do not stymie the progress of science in the United States
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The deeper sources of the problem lie in the incentive structure of the modern research university, the aspirations of scientists trained by those universities, and the aspirations of less research-intensive universities and colleges across the nation
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if a university wants to attract a significant amount of sponsored research money, it needs doctoral programs in the relevant fields and faculty members who are dedicated to both winning grants and training students
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Even though not all doctorate recipients become university faculty, the size of the science and engineering faculty at U.S. universities has grown substantially
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These strategies make sense for any individual university, but will fail collectively unless federal funding for R&D grows robustly enough to keep up with demand.
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At the very time that universities were enjoying rapidly growing budgets, and creating modes of operation that assumed such largess was the new normal, Price warned that it would all soon come to a halt
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the human and financial resources invested in science had been increasing much faster than the populations and economies of those regions
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growth in the scientific enterprise would have to slow down at some point, growing no more than the population or the economy.
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studies sounded an alarm about the potential decline in U.S. global leadership in science and technology and the grave implications of that decline for economic growth and national security
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Although we are not opposed to increasing federal funding for research, we are not optimistic that it will happen at anywhere near the rate the Academies seek, nor do we think it will have a large impact on funding rates
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universities should not expect any radical increases in domestic R&D budgets, and most likely not in defense R&D budgets either, unless the discretionary budgets themselves grow rapidly. Those budgets are under pressure from political groups that want to shrink government spending and from the growth of spending in mandatory programs
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The basic point is that the growth of the economy will drive increases in federal R&D spending, and any attempt to provide rapid or sustained increases beyond that growth will require taking money from other programs.
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The demand for research money cannot grow faster than the economy forever and the growth curve for research money flattened out long ago.
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The goal cannot be to convince the government to invest a higher proportion of its discretionary spending in research
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Getting more is not in the cards, and some observers think the scientific community will be lucky to keep what it has
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The potential to take advantage of the infrastructure and talent on university campuses may be a win-win situation for businesses and institutions of higher education.
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Why should universities and colleges continue to support scientific research, knowing that the financial benefits are diminishing?
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faculty members are committed to their scholarship and will press on with their research programs even when external dollars are scarce
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it is critical to have active research laboratories, not only in elite public and private research institutions, but in non-flagship public universities, a diverse set of private universities, and four-year colleges
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How then do increasingly beleaguered institutions of higher education support the research efforts of the faculty, given the reality that federal grants are going to be few and far between for the majority of faculty members? What are the practical steps institutions can take?
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change the current model of providing large startup packages when a faculty member is hired and then leaving it up to the faculty member to obtain funding for the remainder of his or her career
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universities invest less in new faculty members and spread their internal research dollars across faculty members at all stages of their careers, from early to late.
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national conversation about changes in startup packages and by careful consultations with prospective faculty hires about long-term support of their research efforts
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Many prospective hires may find smaller startup packages palatable, if they can be convinced that the smaller packages are coupled with an institutional commitment to ongoing research support and more reasonable expectations about winning grants.
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Smaller startup packages mean that in many situations, new faculty members will not be able to establish a functioning stand-alone laboratory. Thus, space and equipment will need to be shared to a greater extent than has been true in the past.
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construction of open laboratory spaces and the strategic development of well-equipped research centers capable of efficiently servicing the needs of an array of researchers
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Collaborative proposals and the assembly of research teams that focus on more complex problems can arise relatively naturally as interactions among researchers are facilitated by proximity and the absence of walls between laboratories.
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The more likely trajectory of a junior faculty member will evolve from contributing team member to increasing leadership responsibilities to team leader
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nternal evaluations of contributions and potential will become more important in tenure and promotion decisions.
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relationships with foundations, donors, state agencies, and private business will become increasingly important in the funding game
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Further complicating university collaborations with business is that past examples of such partnerships have not always been easy or free of controversy.
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some faculty members worried about firms dictating the research priorities of the university, pulling graduate students into proprietary research (which could limit what they could publish), and generally tugging the relevant faculty in multiple directions.
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University faculty and businesspeople often do not understand each other’s cultures, needs, and constraints, and such gaps can lead to more mundane problems in university/industry relations, not least of which are organizational demands and institutional cultures
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n addition to funding for research, universities can receive indirect benefits from such relationships. High-profile partnerships with businesses will underline the important role that universities can play in the economic development of a region.
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Universities have to see firms as more than just deep pockets, and firms need to see universities as more than sources of cheap skilled labor.
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We do not believe that research proposed and supervised by individual principal investigators will disappear anytime soon. It is a research model that has proven to be remarkably successful and enduring
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However, we believe that the most vibrant scientific communities on university and college campuses, and the ones most likely to thrive in the new reality of funding for the sciences, will be those that encourage the formation of research teams and are nimble with regard to funding sources, even as they leave room for traditional avenues of funding and research.
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Design Like No One Is Patenting - How SparkFun Stays Ahead of the Pack - 0 views
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Electronics supplier SparkFun designs dozens of products a year and they haven’t patented a single one. It’s worked out pretty well so far.
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makes its living by shipping kits and components like bread boards, servo motors and Arduino parts to a mixture of students, hobbyists, and professionals making prototypes
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the company has made its name is in a stable of its own custom parts and kits, the designs for which it gives away for free.
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“We find that people will copy your design no matter what you do,” she says. “You might as well just play the game and go ahead and innovate. It’s fun, it keeps us on our toes.”
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the open hardware model means that SparkFun’s existence depends not on any particular product, but on an ongoing relationship with customers that’s not too dissimilar to the loyalty commanded by a fashion house.
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You can learn a lot about what a company cares about by looking at what they give away and what they protect.
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SparkFun’s actual value is in the community of fans and loyal customers that keep coming back, and the expertise under its roof in servicing their needs.
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“We have to be willing to kill ideas that don’t work, take a lot of tough criticism, and move fast. If we stay agile, we stay relevant.”
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“We try to do small runs and order in small quantities. Especially something that’s going to be obsolete quickly.”
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along with inventory and CMS management, tries to predict demand for different components and ensure they get ordered with sufficient lead time to account for how long it takes to get there.
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the innovation (revisions and new releases) here at SparkFun is organic and not planned,” says Boudreaux, “But we do a few things to make sure we are keeping up.”
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monitors all costumer feedback from emails to the comment section that is present on every page of the company’s site. They also ensure that team members have time to tinker in the office, write tutorials, and visit hackerspaces and maker events. “For us, designing (and revising) widgets is the job.”
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“They eat these products up, even if the products are not ready for the mainstream & educator community due to minimal documentation or stability.”
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symbiotic relationship with these early adopters, where feedback helps SparkFun revised and improve products for use by the rest of the community
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“There’s balance in everything,” says Boudreaux, “Innovation does not necessarily need speed in order to create valuable change. Sometimes innovation works at a slower pace, but that does not mean it is any less valuable to those that benefit from it, and we are constantly balancing the needs of two very different customers.”
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Co-Creating as Disruption to the Dominant Cultural Framework » Wirearchy - 0 views
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Barcamps, Wordcamps, Govcamps, Foo Camps, Unconferences, high-end celebrity-and-marketing-and venture-capital ‘experience’ markets, new cultural and artistic festivals with technology-and-culture-making themes
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appearance, development and evolution of social tools, web services, massive storage, and the ongoing development of computer-and-smart-devices development
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People are searching for ways to find others with similar interests and motivations so that they can engage in activities that help them learn, find work, grow capabilities and skills, and tackle vexing social and economic problems
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rules about self-management, operate democratically, and produce results grounded in ownership and the responsibilities that have been agreed upon by the ‘community’
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The relationships and flows of information can be transferred to online spaces and often benefit from wider connectivity.
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What’s coming along next ? “Smart” devices and Internet everywhere in our lives ? Deep(er) changes to the way things are conceived, carried out, managed and used ? New mental models ? Or, will we discover real societal limits to what can be done given the current framework of laws, institutions and established practices with which people are familiar and comfortable ?
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It is clear evidence that the developmental and learning dynamics generated by continuous or regular feedback loops are becoming the norm in areas of activity in which change and short cycles of product development are constants.
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clothes, homes, cars, buildings, roads, and a wide range of other objects that have a place in peoples’ daily life activities
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experiencing major growth, equally in terms of hardware, software and with respect to the way the capabilities are configured and used
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that key opportunities associated with widespread uptake of the IoT are derived from the impact upon peoples’ activities and lives
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Clearly these early (and now not-so-weak) signals and patterns tell us that the core assumptions and principles that have underpinned organized human activities for most of the past century
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are being changed by the combinations and permutations of new, powerful, inexpensive and widely accessible information-processing technologies
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The short description of each scenario reinforces the perception that we are both individually and collectively in transition from a linear, specialized, efficiency-driven paradigm towards a paradigm based on continuous feedback loops and principles of participation, both large and small in scope.
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a dynamic two-way flow of power and authority based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology.
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the role of social media and smart mobile devices in the uprisings in Egypt, Libya and elsewhere in the Middle East
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The roots of organizational development (OD) are in humanistic psychology and sociology action and ethnographic and cybernetic/ socio-technical systems theory. It’s a domain that emerged essentially as a counter-balance to the mechanistic and machine-metaphor-based core assumptions about the organized activities in our society.
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Organizational development principles are built upon some basic assumptions about human motivations, engagement and activities.
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in recent years created models that help clarify how to evaluate and respond to the continuous turbulence and ambiguity generated by participating in interconnected flows of information.
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contexts characterized by either Simple, Complicated or Chaotic dynamics (from complexity theory fundamentals). Increasingly, Complexity is emerging as a key definer of the issues, problems and opportunities faced by our societies.
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Co-creating in a wide range of forms, processes and purpose may become an effective and important antidote to the spreading enclosure of human creative activity.
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But .. the dominant models of governance, commercial ownership and the use and re-use of that which is co-created by people are going to have to undergo much more deep change in order to disrupt the existing paradigm of proprietary commercial creation and the model of socio-economic power that this paradigm enables and carries today.
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Fostering creativity. A model for developing a culture of collective creativity in science - 0 views
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Scientific progress depends on both conceptual and technological advances, which in turn depend on the creativity of scientists
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creative processes behind these discoveries rely on mechanisms that are similar across disciplines as diverse as art and science
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research into the nature of creativity indicates that it depends strongly on the cultural environment
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create optimal conditions in a research organization with the aim of enhancing the creativity of its scientific staff
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Creativity has been traditionally associated with art and literature but since the early twentieth century, science has also been regarded as a creative activity
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Measurement of brain activity showed that creativity correlates with two brain states: a quiescent, relaxed state corresponding to the inspiration stage, and a much more active state corresponding to the elaboration stage
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have a common feature: they depend on a balance between analytical and synthetic thinking, and usually describe the creative process as a sequence of phases that alternate between these states
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However, more recent studies suggest that creativity also depends strongly on the social and cultural context
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Although creative individuals are essential, the strong link with the environment indicates that creativity might be greatly enhanced by generating a culture that supports the creative process.
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Many of the interviewees repeatedly emphasized three main qualities necessary to be a good scientist: rigorous intellect, the ability to get the job done and the ability to have creative ideas.
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Although breakthroughs in science depend on such an ‘internal' conceptual shift, they also rely on ‘external' experimental results. However, most interviewees described their breakthroughs as largely internal:
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Only two scientists expressed the view that their breakthroughs were purely external events, based on the observation of novel data.
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Although the synthesis of a new concept relies on intuition, which is based on subconscious mental processing, it must be subjected to conscious examination and analysis
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The majority of interviewees answered that other people provided them with ‘inspiration to do something new'
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positive feedback after the emergence of a new idea is almost as important as the inspiration that triggered it
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Therefore, scientists would value a culture of interaction and mutual inspiration more highly than access to technology, although the latter is essential for their experiments.
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At the end of the interviews, each scientist was asked to describe the best possible conditions for generating creativity at a research institute.
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These results indicate strongly that an interactive environment is the single most important factor for stimulating creativity
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hierarchy is based on genuine respect because people are great scientists, but at the same time they're very approachable and open towards what you have to say
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These results suggest that the best conditions for scientific creativity come with a free-flowing hierarchy and a highly developed culture of interaction to guarantee the exchange of ideas and inspiration.
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Finally, because of the freedom to try new things, these ideas can be tested and eventually generate new insights.
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The importance of a ‘freedom to try new things' and a ‘free-flowing hierarchy' further supports the idea that individual components in an emergent system must be able to interact flexibly without central control
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During the interviews, it became apparent that although a culture of interaction and creativity exists at EMBL, this itself is not often the subject of discussion. The values on which this culture is based are seemingly implicit rather than explicit
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Potentially, the EMBL culture of interaction could be strengthened further by consciously expressing and discussing the values on which it is based
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Lectures in preparation for the presentation on Open Science. https://docs.google.com/presentation/d/1lCEl7cU-oA5IlJ8xiOQ3jyyc_xiJ0216kkt46xhNMek/edit#slide=id.g36f1fcffd_014
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shared by Tiberius Brastaviceanu on 06 Aug 13
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Dark Intellectual Property. Why We Need a Kickstarter for Patents - 0 views
www.wired.com/...need-a-kickstarter-for-patents
ip academia paper argument Tibi Greg university dark IP
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“dark IP,” the intellectual property (IP) that remains on the shelf: undiscovered, unexplored, untapped
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our ability to catch so much in the net by dragging the surface (to use Mike Bergman’s analogy) actually still misses the invisible wealth of what lies beneath.
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But dark IP is different than the other hidden-depths knowledge since it’s also unfair. Because taxpayers paid for much of the research — whether basic understanding with long-term benefits or more applied research with shorter-term benefits — that now lies collecting dust on university shelves.
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the people of the United States spent an average of nearly $40 billion every year supporting institutional research
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most of the IP (much of which we paid for) isn’t actually on the street, where entrepreneurial folks can do something with it.
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very few people are aware of — let alone able to access — an invention outside the social circle of its inventors, the scientific community involved, or even the “crowd” that’s sometimes harnessed in open innovation
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Not democratizing the IP itself — institutions should still own and generate profits from the intellectual property they’ve created — but democratizing the ways in which we allow this IP to be discovered and licensed.
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This turns off the average entrepreneur, who doesn’t have the patience and bandwidth to engage in all the unnecessary overhead of searching, browsing, and licensing IP.
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Another missing piece is ways of allowing the crowd to interact with each other and decide which technologies should be licensed
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Most of the examples I listed above haven’t changed much over the past decade or broken into the mainstream.
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Such a website would bring together not just funds and transactions, but communities — with their attendant feedback mechanisms — that are interested in creating something novel around unused patents.
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Open Collaboration - The Next Economic Paradigm - 0 views
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The old economic paradigm was a service economy built on the digital communications revolution that began in the early 1970′s.
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This will be a profoundly social economy, built on unprecedented capabilities to self-organize people and resources in the crowd.
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Those who can leverage the wisdom of crowds for market research, product development, and efficient resource allocation will be more adept and agile in the face of rapid change.
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Those who build walls around themselves will fail to tap into the flow of knowledge and resources running rampant in the crowd
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The era of “user generated content” and “prosumption” — where consumers of goods and services co-create what they will consume — is now a decade along in its evolution. We will increasingly see collaborative design and production of consumables across society.
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In the education arena, we will see more curricula as shareware and an increased emphasis on multi-perspective teamwork as the necessary skills for engaging in collaborative projects.
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Expert/amateur boundaries have already blurred to the point where individuals can acquire graduate-level knowledge through self-directed learning on the internet.
Openspritzer - Open-Labware.net - 0 views
open-labware.net/...openspritzer
Lab Equipment possible collaborator production revenue OSH catalog open hardware open science
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Hyperspectral Scanner - Open-Labware.net - 0 views
FlyPi - Open-Labware.net - 0 views
Open-source mobile water quality testing platform - Appropedia, the sustainability wiki - 0 views
Open-source colorimeter - Appropedia, the sustainability wiki - 0 views
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shared by Tiberius Brastaviceanu on 10 Oct 23
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Making the Tools to Do-It-Together: Open-source Compression Screw Manufacturing Case St... - 0 views
www.cairn.info/-economics-2023-1-page-109.htm
paper bussiness model economic model Joshua Pearce OSH open source model IoPA economic level
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Open-Source Photometric System for Enzymatic Nitrate Quantification - Appropedia, the s... - 0 views
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