In the emerging
institutional model of peer production
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Prof. Dr. Andrea Kruse: University of Hohenheim - 0 views
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Blockchain-based Supervision model for off-site modular housing production - 0 views
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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.
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Evolving Towards a Partner State in an Ethical Economy - 0 views
www.realitysandwich.com/_partner_state_ethical_economy
ethical economy new economy paper theory value networks Bauwens Michel
shared by Tiberius Brastaviceanu on 02 Apr 12
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Is there perhaps a new model of power and democracy co-evolving out of these new social practices, that may be an answer to the contemporary crisis of democracy
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Such communities are truly poly-archies and the type of power that is held in them is meritocratic, distributed, and ad hoc.
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Everyone can contribute without permission, but such a priori permissionlessness is matched with mechanisms for 'a posteriori' communal validation, where those with recognized expertise and that are accepted by the community, the so-called 'maintainers' and the 'editors', decide
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allowing for maximum human freedom compatible with the object of cooperation. Indeed, peer production is always a 'object-oriented' cooperation, and it is the particular object that will drive the particular form chosen for its 'peer governance' mechanisms
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The main allocation mechanism in such project, which replaces the market, the hierarchy and democracy, is a 'distribution of tasks'
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no longer a division of labor between 'jobs', and the mutual coordination works through what scientist call 'stigmergic signalling'
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every participating individual can see what is needed, or not and decide accordingly whether to undertake his/her particular contribution
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has achieved capacities both for global coordination, and for the small group dynamics that are characteristic of human tribal forms and that it does this without 'command and control'! In fact, we can say that peer production has enabled the global scaling of small-group dynamics.
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And they have to be, because an undemocratic institution would also discourage contributions by the community of participants.
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Hence, an increased exodus of productive capacities, in the form of direct use value production, outside the existing system of monetization, which only operates at its margins.
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Where there is no tension between supply and demand, their can be no market, and no capital accumulation
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Facebook and Google users create commercial value for their platforms, but only very indirectly and they are not at all rewarded for their own value creation.
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Since what they are creating is not what is commodified on the market for scarce goods, there is no return of income for these value creators
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If you did not contribute, you had no say, so engagement was and is necessary.
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⁃ At the core of value creation are various commons, where the innovations are deposited for all humanity to share and to build on ⁃ These commons are enabled and protected through nonprofit civic associations, with as national equivalent the Partner State, which empowers and enables that social production ⁃ Around the commons emerges a vibrant commons-oriented economy undertaken by different kinds of ethical companies, whose legal structures ties them to the values and goals of the commons communities, and not absentee and private shareholders intent of maximising profit at any cost
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the citizens deciding on the optimal shape of their provisioning systems.
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Is there any possibility to create a really autonmous model of peer production, that could create its own cycle of reproduction?
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contribute
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In this way, the social reproduction of commoners would no longer depend on the accumulation cycle of capital, but on its own cycle of value creation and realization
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Phyles are mission-oriented, purpose-driven, community-supportive entities that operate in the market, on a global scale, but work for the commons.
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Thijs Markus writes so eloquently about Nike in the Rick Falkvinge blog, if you want to sell $5 shoes for $150 in the West, you better have one heck of a repressive IP regime in place.
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An economy of scope exists between the production of two goods when two goods which share a CommonCost are produced together such that the CommonCost is reduced.
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2) The current system beliefs that innovations should be privatized and only available by permission or for a hefty price (the IP regime), making sharing of knowledge and culture a crime; let's call this feature, enforced 'artificial scarcity'.
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1) Our current system is based on the belief of infinite growth and the endless availability of resources, despite the fact that we live on a finite planet; let's call this feature, runaway 'pseudo-abundance'.
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So what are the economies of scope of the new p2p age? They come in two flavours: 1) the mutualizing of knowledge and immaterial resources 2) the mutualizing of material productive resources
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Blueprint for P2P Society: The Partner State & Ethical Economy - 1 views
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The for-benefit institution enables and defends the general infrastructure of cooperation which makes the project 'collectively' sustainable
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The enterpreneurial coalition makes the individual contributors 'sustainable', by providing an income, and very often they provide means for the continued existence of the for-benefit associations as well.
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Is there perhaps a new model of power and democracy co-evolving out of these new social practices that may be an answer to the contemporary crisis of democracy?
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My answer will be an emphatic yes, and stronger yet, I will argue that we are witnessing a new model for the state. A 'P2P' state, if you will.
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How Peer to Peer Communities will change the World - 0 views
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emergent communities of practice are developing new social practices that are informed by the p2p paradigm
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At this stage, there is a co-dependency between peer producers creating value, and for-profit firms ‘capturing that value’, but they both need each other.
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Peer producers need a business ecology to insure the social reproduction of their system and financial sustainability of its participants, and capital needs the positive externalities of social cooperation which flow from p2p collaboration.
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peer producing communities should create their own ‘mission-oriented’ social businesses, so that the surplus value remains with the value creators, i.e. the commoners themselves, but this is hardly happening now.
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Instead what we see is a mutual accomodation between netarchical capital on one side, and peer production communities on the other.
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For peer producers the question becomes, if we cannot create our own fully autonomous institutions, how can we adapt while maintaining maximum autonomy and sustainability as a commons and as a community.
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In commons-oriented peer production, where people aggegrate around a common object which requires deep cooperation, they usually have their own infrastructures of cooperation and a ecology combining community, a for-benefit association managing the infrastructure, and for-profit companies operating on the market place; in the sharing economy, where individuals merely share their own expressions, third party platforms are the norm. It is clear that for-profit companies have different priorities, and want to enclose value so that it can be sold on the marketplace. This in fact the class struggle of the p2p era, the struggle between communities and corporations around various issues because of partly differential interests.
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Even commercially controlled platforms are being used for a massive horizontalisation and self-aggregation of human relationships, and communities, including political and radical groups are effectively using them to mobilize. What’s important is not just to focus on the limitations and intentions of the platform owners, but to use whatever we can to strengthen the autonomy of peer communities.
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The fact today is that capital is still capable of marshaling vast financial and material resources, so that it can create,
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using mainstream platforms for spreading their ideas and culture and reach greater numbers of people, while also developing their own autonomous media ecologies, that can operate independently, and the latter is an engagement for the ‘long haul’, i.e. the slow construction of an alternative lifeworld.
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The commons and p2p are really just different aspects of the same phenomena; the commons is the object that p2p dynamics are building; and p2p takes place wherever there are commons.
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So both p2p and the commons, as they create abundant (digital) or sufficient (material) value for the commoners, at the same time create opportunities to create added value for the marketplace. There is no domain that is excluded from p2p, no field that can say, “we wouldn’t be stronger by opening up to participation and community dynamics”. And there is no p2p community that can say, we are in the long term fully sustainable within the present system, without extra resources coming from the market sector.
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One trend is the distribution of current infrastructures and practices, i.e. introducing crowdsourcing, crowdfunding, social lending, digital currencies, in order to achieve wider participation in current practices. That is a good thing, but not sufficient. All the things that I mention above, move to a distributed infrastructure, but do not change the fundamental logic of what they are doing.
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we are talking about the distribution of capitalism, not about a deeper change in the logic of our economy.
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No matter how good you are, no matter how much capital you have to hire the best people, you cannot compete with the innovative potential of open global communities.
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the opposite is also happening, as we outlined above, more and more commons-oriented value communities are creating their own entrepreneurial coalitions. Of course, some type of companies, because of their monopoly positions and legacy systems, may have a very difficult time undergoing that adaptation, in which case new players will appear that can do it more effectively.
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the corporate form is unable to deal with ecological and sustainability issues, because its very DNA, the legal obligation to enrich the shareholders, makes its strive to lower input costs, and ignore externalities.
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we need new corporate structures, a new type of market entity, for which profit is a means, but not an end, dedicated to a ‘benefit‘, a ‘mission’, or the sustenance of a particular community and/or commons.
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entrepreneurs attaching themselves to open design projects start working from an entirely different space, even if they still use the classic corporate form. Prevent the sharing of sustainability designs through IP monopolies is also in my view unethical and allowing such patents should be a minimalist option, not a maximalist one.
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The high road scenario proposes an enlightened government that ‘enables and empowers’ social production and value creation and allows a much smoother transition to p2p models; the low road scenario is one in which no structural reforms take place, the global situation descends into various forms of chaos, and p2p becomes a survival and resilience tactic in extremely difficult social, political and economic circumstances.
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Making sure that we get a better alternative is actually the historical task of the p2p movement. In other words, it depends on us!
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I don’t really think in terms of technological breakthroughs, because the essential one, globally networked collective intelligence enabled by the internetworks, is already behind us; that is the major change, all other technological breakthroughs will be informed by this new social reality of the horizontalisation of our civilisation. The important thing now is to defend and extend our communication and organisation rights, against a concerted attempt to turn back the clock. While the latter is really an impossibility, this does not mean that the attempts by governments and large corporations cannot create great harm and difficulties. We need p2p technology to enable the global solution finding and implementation of the systemic crises we are facing.
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Permaculture Principles | Design Principles - 1 views
permacultureprinciples.com/principles_business.php
permaculture principles design business resilience paper
shared by Tiberius Brastaviceanu on 07 Sep 11
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A post-peak world will depend on detailed observation and good design rather than energy-intensive solutions.
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a shift to storages of parts and materials, as well as the need to financially not be so dependent on debt financing
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work slower with more financial reserves and take less risks, not building beyond what the company’s financial resources can support.
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either to not borrow any money at all, or to borrow so much money that you can’t fail, being bigger than the people you borrow money from, so they have a vested interest in your succeeding!
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see things that are flowing past and through the business that others don’t see as being a resource and having no monetary value as being valuable.
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any intervention we make in a system, any changes we make or elements we introduce ought to be productive
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A well-designed system using permaculture principles should be able to self-regulate, and require the minimum of intervention and maintenance, like a woodland ecosystem, which requires no weeding, fertiliser or pest control.
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moving from “we’re just obeying the law” to being proactive, acting before you get hit over the head with regulation and other vulnerabilities.
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The emerging opportunities for businesses are things that are renewable. Renewable energy sources are the ones that will ensure a business’s stability in the long run. We can also broaden the concept of renewable resources to include things like goodwill and trust, things which a business can rebuild with good husbandry. Most business doesn’t just depend on law and competition, trust is at the heart of much business and it is very much a renewable resource.
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The concept of waste is essentially a reflection of poor design. Every output from one system could become the input to another system. We need to think cyclically rather than in linear systems.
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keep a clearer sense of the wider canvas on which we are painting, and the forces that affect what we are doing.
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ask how is what we are doing part of a bigger picture, the move away from globalisation and towards the local, taking steps back from the everyday.
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This can be done firstly by allowing space for Devil’s advocates, for black sheep, for hearing the voices of those outside of the dominant culture of the organisation and secondly by looking from a holistic perspective of how things interconnect, rather than just relying on experts who are embedded in detail. It emphasises the need to value the generalist, to give value to holistic thinkers.
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Solutions are to be found in integrated holistic solutions rather than increased specialisation and compartmentalisation
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The challenge here is to move to seeing business as being part of the geographical community, as being rooted in place, rather than just part of a globalised community. At the moment for many larger businesses, the local is something one pays lip-service to as a source of good PR, something one is passing through, rather than actually being an integral part of the community.
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This is a profound structural challenge for large organisations. Part of the resilience of the organisation comes from the degree of lateral integration. Resilience is in all solutions, it is the characteristic of ecological systems. If we apply these principles, resilience is one of the emergent properties
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new opportunities are very hard to understand and exploit from a macro level perspective, and are much better done from small scale perspective. It is here that the idea of appropriateness of scale becomes key.
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have a diversity of small businesses, local currencies, food sources, energy sources and so on than if they are just dependent on centralised systems, globalisation’s version of monoculture.
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In the short term this kind of diversification could reduce profits, but in the longer term it will be more secure
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this is about the reverse of specialisation, about having a mixed portfolio, and presents a big culture change for businesses.
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it is a good strategy for business to keep a diverse portfolio of what sustains the business, keep some things that appear to be peripheral. They may not at this stage appear to be a serious part of how the business is run, but in this new world they will increasingly become so
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the point where two ecosystems meet is often more productive than either of those systems on their own.
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It is important that the business has as many fingers in as many pies as possible, as many interfaces, and recognises that every person working for the business represents it in the community.
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Remaining observant of the changes around you, and not fixing onto the idea that anything around you is fixed or permanent will help too.
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A healthy approach is to start with no complete plan, to allow the process to be emergent. This is not a time when we can work to a rigid plan as conditions will change so fast. Organisations will need to stay on their toes, without rigid management.
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TADAMON - Empowerment for Poverty Reduction - 1 views
tadamon.community
humanitarian organisation potential partner greens_for_good IoPA platform incubator accelerator funding
shared by sebastianklemm on 19 Apr 21
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The IsDB-ISFD-NGO Empowerment for Poverty Reduction is a partnership program sponsored by The Islamic Solidarity Fund for Development (ISFD), managed by The Islamic Development Bank (IsDB) and implemented by United Nations Development program (UNDP) and other strategic partners. TADAMON platform is a tool for improving CSOs (Civil Society Organizations) in 57 OIC (Organization of Islamic Cooperation) Member Countries by providing visibility, funding, capacity building and knowledge.
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Crowding Out - P2P Foundation - 1 views
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The curve indicates that while workers will initially chose to work more when paid more per hour, there is a point after which rational workers will choose to work less
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At that point, the leaders are no longer leaders of a community, and they turn out to be suckers after all, working for pittance, comparatively speaking
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under certain structural conditions non-price-based production is extraordinarily robust
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There is, in fact, a massive amount of research that supports the idea that when you pay people to do something for you, they stop enjoying it, and distrust their own motivations. The mysterious something that goes away, and that “Factor X” even has a name: intrinsic motivation.
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It just is not so easy to assume that because people behave productively in one framework (the social process of peer production that is Wikipedia, free and open source software, or Digg), that you can take the same exact behavior, with the same exact set of people, and harness them to your goals by attaching a price to what previously they were doing in a social process.
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Extrinsic rewards suggest that there is actually an instrumental relationship at work, that you do the activity in order to get something else
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If you pay me for it, it must be work
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It’s what we would call a robust effect. It shows up in many contexts. And there’s been considerable testing to try to find out exactly why it works. A major school of thought is that there is an “Overjustification Effect.” (http://kozinets.net/archives/133)
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Offering financial rewards for contributions to online communities basically means mixing external and intrinsic motivation.
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A good example is children who are paid by their parents for mowing the family lawn. Once they expect to receive money for that task, they are only willing to do it again if they indeed receive monetary compensation. The induced unwillingness to do anything for free may also extend to other household chores.
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Once ‘gold-stars’ were introduced as a symbolic reward for a certain amount of time spent practicing the instrument, the girl lost all interest in trying new, difficult pieces. Instead of aiming at improving her skills, her goal shifted towards spending time playing well-learned, easy pieces in order to receive the award (Deci with Flaste 1995)
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this is a more troubling example, as playing the harder pieces is also practicing - I would take this as a more complex mechanism at work - perhaps the reinterpretation by the girl that all playing was considered equal, due to the pricing mechanism, in which case the proximal solution would be to pay more for more complex pieces, or for levels of achievement - the question remains of why the extrinsic reward was introduced in the first place (unwillingness to practice as much as her parents wanted?) - which would indicate intrinsic motivation was insufficient in this case
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Suddenly, she managed to follow the prescription, as her own (intrinsic) motivation was recognized and thereby reinforced.
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The introduction of a monetary fine transforms the relationship between parents and teachers from a non-monetary into a monetary one
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"The effects of external interventions on intrinsic motivation have been attributed to two psychological processes: (a) Impaired self-determination. When individuals perceive an external intervention to reduce their self-determination, they substitute intrinsic motivation by extrinsic control. Following Rotter (1966), the locus of control shifts from the inside to the outside of the person affected. Individuals who are forced to behave in a specific way by outside intervention, feel overjustified if they maintained their intrinsic motivation. (b) Impaired self-esteem. When an intervention from outside carries the notion that the actor's motivation is not acknowledged, his or her intrinsic motivation is effectively rejected. The person affected feels that his or her involvement and competence is not appreciated which debases its value. An intrinsically motivated person is taken away the chance to display his or her own interest and involvement in an activity when someone else offers a reward, or commands, to undertake it. As a result of impaired self-esteem, individuals reduce effort.
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these are finally very useful - so from (a) as long as self determination is maintained (actively) extrinsic reward should not shut down intrinsic motivation AND (b) so long as motivations are recognized and reward dimensions OTHER THAN financial continue to operate, extrinsic reward should not affect intrinsic motivation
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External interventions crowd-out intrinsic motivation if the individuals affected perceive them to be controlling
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External interventions crowd-in intrinsic motivation if the individuals concerned perceive it as supportive
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In that case, self-esteem is fostered, and individuals feel that they are given more freedom to act, thus enlarging self-determination
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so effectively a system needs to ensure it is acting on all dimensions of reward, or at least those most important to the particular participant, ego (pride, recognition, guilt reduction, feeling needed, being helpful, etc), money (sustenance, beyond which it is less potent), meaning/purpose etc. If one ran experiments controlling for financial self sufficiency, then providing appreciation and recognition as well as the introduced financial reward, they might yield different results
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cultural categories that oppose marketplace modes of behavior (or “market logics”) with the more family-like modes of behavior of caring and sharing that we observe in close-knit communities (”community logics”)
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this is labor, this is work, just do it.
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When communal logics are in effect, all sorts of norms of reciprocity, sacrifice, and gift-giving come into play: this is cool, this is right, this is fun
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So think about paying a kid to clean up their room, paying parishioners to go to church, paying people in a neighborhood to attend a town hall meeting, paying people to come out and vote. All these examples seem a little strange or forced. Why? Because they mix and match the communal with the market-oriented.
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Payment as disincentive. In his interesting book Freakonomics, economist Steven Levitt describes some counterintuitive facts about payment. One of the most interesting is that charging people who do the wrong thing often causes them to do it more, and paying people to do the right thing causes them to do it less.
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You direct people _away_ from any noble purpose you have, and instead towards grubbing for dollars
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When people work for a noble purpose, they are told that their work is highly valued. When people work for $0.75/hour, they are told that their work is very low-valued
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you're going to have to fight your way through labour laws and tax issues all the way to bankruptcy
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Market economics. If you have open content, I can copy your content to another wiki, not pay people, and still make money. So by paying contributors, you're pricing yourself out of the market.
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You don't have to pay people to do what they want to do anyways. The labour cost for leisure activities is $0. And nobody is going to work on a wiki doing things they don't want to do.
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wow, exploitative in the extreme - no one can afford to do work for free, it cuts into paid work, family time etc. if they are passionate about something they will do it for free if they cannot get permission to do it for sustenance, but they still need to sustain themselves, and they are making opportunity cost sacrifices, and if you are in turn making money off of this you are an asshole.. go ahead look in the mirror and say "I am an asshole"
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No fair system. There's simply no fair, automated and auditable way to divvy up the money
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too complicated to do automatically. But if you have a subjective system -- have a human being evaluate contributions to an article and portion out payments -- it will be subject to constant challenges, endless debates, and a lot of community frustration.
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Gaming the system. People are really smart. If there's money to be made, they'll figure out how to game your payment system to get more money than they actually deserve
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They'll be trying to get as much money out of you as possible, and you'll be trying to give as little as you can to them
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If you can't convince people that working on your project is worth their unpaid time, then there's probably something wrong with your project.
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People are going to be able to sense that -- it's going to look like a cover-up, something sleazy
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Donate.
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Thank-you gifts
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Pay bounties
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The basic orientation of p2p theory towards societal reform: transforming civil society... - 1 views
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in a capitalist system, ‘civil society’ is not directly productive of the goods and services that we need to survive, live and thrive
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everything that needs to be made, has to be designed through collaborative innovation in the first place
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Both civil society and the notion of citizenship can be criticized for being insufficiently inclusionary, and therefore as ‘mechanisms of exclusion’.
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consisting of shared depositories of knowledge, code and design; the communities of contributors and users of such commons
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democratically governed by all participants and stakeholders in such commons
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civil society is the locus of the shared abundance of value creation, and the place for the continual dialogue regarding the necessities of common life.
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democratically decide
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the ‘common good’ of society as a whole
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The difference is that the commons where the immaterial value is created are positioned in a field of abundance characteristic for non-rival or anti-rival goods; while the for-benefit associations are responsible for the sometimes contentious allocation of rival infrastructures.
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Whereas the commons themselves are plurarchies based on permissionless contribution, forking and other rights guaranteeing the diversity of contributions and contributors; the for-benefit associations are democratically governed.
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true reform of the private sector and the corporate form.
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Under conditions of the rule of capital, for-profit corporations are beholden to work for the interests of the shareholders. This format allows for the accumulation of capital, but also indirectly of political power, through the power of money to influence politics and politicians. For-profit corporations are part of a system of infinite growth and compound interest, must continuously compete with other corporations, and therefore, also minimize costs. For-profit corporations are designed to ignore negative environmental externalities by avoiding to pay the costs associated with them; and to ignore positive social externalities, also by avoiding to pay for them. In terms of sustainability, corporations practice planned obsolescence as a rule, because while the market is a scarcity allocation mechanism, capitalism itself is a scarcity maintenance and creation mechanism. Anti-sustainable practices are systemic and part of the DNA of the for-profit corporation.
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Under conditions of peer production, design and innovation moves to commons-based communitiies, which lack the incentive for unsustainable design; products are inherently design for sustainability, and the production process itself is designed for openness and distribution.
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designed to make the commoners and the commons themselves sustainable, by not ‘leaking’ surplus value to external shareholders
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mission-oriented, community supportive, sustainability-oriented corporate forms, that operate in the marketplace but do not themselves reproduce capitalism.
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surplus value stays within the commons, allows its autonomous social reproduction, and sustains the commoners
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because commons and their communities are themselves specific, and do not automatically take into account the common good of society as a whole .
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A Partner State functions center around enabling and empowering social production and abandons some of the paternalistic aspects of the welfare state by focusing on strengthening the possibilities of autonomy.
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How The Blockchain Will Transform Everything From Banking To Government To Our Identities - 1 views
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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.
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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
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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
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With blockchain, we can go from redistributing wealth to distributing value and opportunity value fairly a priori, from cradle to grave.
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creating a true sharing economy by replacing service aggregators like Uber with distributed applications on the blockchain
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build accountable governments through transparency, smart contracts and revitalized models of democracy.
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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.
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an opportunity to profoundly change the nature of the entire industry. The Starbucks transaction should be instant.
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so this is both an existential threat to the financial services industry and an historic opportunity.
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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.
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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.
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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
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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
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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.
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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.
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Electronic voting won’t be delivered by traditional server technology because it won’t be trusted by citizens
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If not Global Captalism - then What? - 0 views
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I posit an optimistic view of the potential for Society from the emergence of a new and “Open” form of Capitalism.
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‘Enterprise’ is defined as ‘any entity within which two or more individuals create, accumulate or exchange Value”.
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Pirsig’s approach Capital may be viewed as “Static” Value and Money as “Dynamic” Value. “Transactions” are the “events” at which individuals (Subjects) interact with each other or with Capital (both as Objects) to create forms of Value and at which “Value judgments” are made based upon a “Value Unit”.
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The result of these Value Events /Transactions is to create subject/object pairings in the form of data ie Who “owns” or has rights of use in What,
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It, too, may then be defined in a subject/object pairing through the concept of “intellectual property”.
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“The purpose of money is to facilitate barter by splitting the transaction into two parts, the acceptor of money reserving the power to requisition value from any trader at any time
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The monetary process is a dynamic one involving the creation and recording of obligations as between individuals and the later fulfilment of these obligations
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Static Value – which only becomes “Money”/ Dynamic Value when exchanged in the transitory Monetary process.
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the practice of Lending involves an incomplete exchange in terms of risk and reward: a Lender, as opposed to an Investor, has no interest in the outcome of the Loan, and requires the repayment of Principal no matter the ability of the Borrower to repay.
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"The Lender has no interest in the outcome of the loan", i.e doesn't care what happens in the end. The Lender ins not interested in the economical outcome of the Lender-Loner relation. So in fact there is no real risk sharing. the only risk for the Lender is when the Loner doesn't pay back, which is not really a risk... In fact it is a risk for the small bank, who has to buy money from the central bank, but not for the central bank.
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an “Object” circulating but rather a dynamic process of Value creation and exchange by reference to a “Value Unit”.
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in relation to Productive Capital relates to the extent of “property rights” which may be held over it thereby allowing individuals to assert “absolute” permanent and exclusive ownership - in particular in relation to Land
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need for institutions which outlived the lives of the Members led to the development of the Corporate body with a legal existence independent of its Members
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The key development in the history of Capitalism was the creation of the ‘Joint Stock’ Corporate with liability limited by shares of a ‘Nominal’ or ‘Par’ value
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over the next 150 years the Limited Liability Corporate evolved into the Public Limited Liability Corporate
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Such “Closed” Shares of “fixed” value constitute an absolute and permanent claim over the assets and revenues of the Enterprise to the exclusion of all other “stakeholders” such as Suppliers, Customers, Staff, and Debt Financiers.
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It has the characteristics of what biologists call a ‘semi-permeable membrane’ in the way that it allows Economic Value to be extracted from other stakeholders but not to pass the other way.
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Capital most certainly is and always has been - through the discontinuity (see diagram) between:‘Fixed’ Capital in the form of shares ie Equity; and ‘Working’ Capital in the form of debt finance, credit from suppliers, pre-payments by customers and obligations to staff and management.
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xchange of Economic Value in a Closed Corporate is made difficult and true sharing of Risk and Reward is simply not possible
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All that is needed is a simple ‘Member Agreement’ – a legal protocol which sets out the Aims, Objectives. Principles of Governance, Revenue Sharing, Dispute Resolution, Transparency and any other matters that Members agree should be included. Amazingly enough, this Agreement need not even be in writing, since in the absence of a written agreement Partnership Law is applied by way of default.
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The ease of use and total flexibility enables the UK LLP to be utilised in a way never intended – as an ‘Open’ Corporate partnership.
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it is now possible for any stakeholder to become a Member of a UK LLP simply through signing a suitably drafted Member Agreement
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may instead become true Partners in the Enterprise with their interests aligned with other stakeholders.
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no profit or loss in an Open Corporate Partnership, merely Value creation and exchange between members in conformance with the Member Agreement.
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in an Enterprise constitute an infinitely divisible, flexible and scaleable form of Capital capable of distributing or accumulating Value organically as the Enterprise itself grows in Value or chooses to distribute it.
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Within the OCP Capital and Revenue are continuous: to the extent that an Investee pays Rental in advance of the due date he becomes an Investor.
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A Co-operative is not an enterprise structure: it is a set of Principles that may be applied to different types of enterprise structure.
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the crippling factors in practical terms have been, inter alia: the liability to which Member partners are exposed from the actions of their co-partners on their behalf; limited ability to raise capital.
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they favour the interests of other stakeholders, are relatively restricted in accessing investment; are arguably deficient in incentivising innovation.
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The ‘new’ LLP was expressly created to solve the former problem by limiting the liability of Member partners to those assets which they choose to place within its protective ‘semi-permeable membrane’
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However, the ability to configure the LLP as an “Open” Corporate permits a new and superior form of Enterprise.
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it is possible to re-organise any existing enterprise as either a partnership or as a partnership of partnerships.
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would be divided among Members in accordance with the LLP Agreement. This means that all Members share a common interest in collaborating/co-operating to maximise the Value generated by the LLP collectively as opposed to competing with other stakeholders to maximise their individual share at the other stakeholders’ expense.
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he ‘Commercial’ Enterprise LLP – where the object is for a closed group of individuals to maximise the value generated in their partnership. There are already over 7,000 of these.
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the Profit generated in a competitive economy based upon shareholder value and unsustainable growth results from a transfer of risks outwards, and the transfer of reward inwards, leading to a one way transfer of Economic Value.
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Whether its assets are protected within a corporate entity with limited liability or not, it will always operate co-operatively – for mutual profit.
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continuity between Capital as Static Value and Money as Dynamic Value which has never before been possible due to the dichotomy between the absolute/infinite and the absolute/finite durations of the competing claims over assets – “Equity” and “Debt”
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Open Capital Partnership gives rise to a new form of Financial Capital of indeterminate duration. It enables the Capitalisation of assets and the monetisation of revenue streams in an entirely new way.
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It is possible to envisage a Society within which individuals are members of a portfolio of Enterprises constituted as partnerships, whether limited in liability or otherwise.
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‘Commercial’ enterprises of all kinds aimed at co-operatively working together to maximise value for the Members.
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It can only be replaced by another ‘emergent’ phenomenon, which is adopted ‘virally’ because any Enterprise which does not utilise it will be at a disadvantage to an Enterprise which does.
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The ‘Open’ Corporate Partnership is: capable of linking any individuals anywhere in respect of collective ownership of assets anywhere; extremely cheap and simple to operate; and because one LLP may be a Member of another it is organically flexible and ‘scaleable’. The phenomenon of “Open Capital” – which is already visible in the form of significant commercial transactions - enables an extremely simple and continuous relationship between those who wish to participate indefinitely in an Enterprise and those who wish to participate for a defined period of time.
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Moreover, the infinitely divisible proportionate “shares” which constitute ‘Open’ Capital allow stakeholder interests to grow flexibly and organically with the growth in Value of the Enterprise. In legal terms, the LLP agreement is essentially consensual and ‘pre-distributive’: it is demonstrably superior to prescriptive complex contractual relationships negotiated adversarially and subject to subsequent re-distributive legal action. Above all, the ‘Open’ Corporate Partnership is a Co-operative phenomenon which is capable, the author believes, of unleashing the “Co-operative Advantage” based upon the absence of a requirement to pay returns to “rentier” Capitalists.
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Whose Capitalism is it Anyway? | Management Innovation eXchange - 1 views
www.managementexchange.com/...whose-capitalism-it-anyway
new economy collaboration commons paper blog
shared by Francois Bergeron on 06 Apr 12
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So what replaces competition—what drives growth today? We already know the answer: the kind of innovation that comes from collaboration, not competition.
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How do you encourage the invention of something entirely new that serves both the profit motive and provides social benefit—even without access to Jeff Immelt’s special fund? You “build a lifeboat,” says Chris. Create a protected space, permission, and some funding “for the people who believe in the new thing and just can’t help themselves but to follow that belief.”
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At the individual level, “that’s what they pay me to do,” is not enough of a reason to do something, argues Chris. “If you could, as a leader at any level, say ‘I’m only going to do things I believe in’ and if you can’t find work that overlaps with that, then ‘I’m in the wrong place.’” That’s a non-trivial moral stance—there just aren’t that many jobs out there that match up personal beliefs and values to everyday work. There is a way beyond this conundrum (though it’s not for the faint of heart), says Chris, “standing on the sun, it’s worth remembering that jobs are a relatively new phenomenon. Before there were large industrial organizations, everybody was an entrepreneur. And what we’re going to return to is a form of people finding their own work.”
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winning is more often the result of the alignment of different interests than of a battle between them.
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How Many Kinds of Property are There? - 0 views
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Whenever a group of people depend on a resource that everybody uses but nobody owns, and where one person’s use effects another person’s ability to use the resource, either the population fails to provide the resource, overconsumes and/or fails to replenish it, or they construct an institution for undertaking and managing collective action.
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Common-pool resources may be owned by national, regional, or local [1]governments; by [2] communal groups; by [3] private individuals or corporations; or used as open access resources by whomever can gain access
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Based on her survey, Ostrom distilled this list of common design principles from the experience of successful governance institutions: Clearly defined boundaries. Individuals or households who have rights to withdraw resource units from the CPR must be clearly defined, as must the boundaries of the CPR itself. Congruence between appropriation and provision rules and local conditions. Appropriation rules restricting time, place, technology, and/or quantity of resource units are related to local conditions and to provision rules requiring labour, material, and/or money. Collective-choice arrangements. Most individuals affected by the operational rules can participate in modifying the operational rules [how refreshing. Standing!]. Monitoring. Monitors, who actively audit CPR conditions and appropriator behavior, are accountable to the appropriators or are the appropriators. Graduated sanctions. Appropriators who violate operational rules are likely to be assessed graduated sanctions (depending on the seriousness and context of the offence) by other appropriators, by officials accountable to these appropriators, or by both. Conflict-resolution mechanisms. Appropriators and their officials have rapid access to low-cost local arenas to resolve conflicts among appropriators or between appropriators and officials. Minimal recognition of rights to organize. The rights of appropriators to devise their own institutions are not challenged by external governmental authorities. For CPRs that are parts of larger systems: Nested enterprises. Appropriation, provision, monitoring, enforcement, conflict resolution, and governance activities are organized in multiple layers of nested enterprises.
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All's Not Fair in Science and Publishing | The Scientist Magazine® - 0 views
www.the-scientist.com/?articles.view/articleNo/32287/title/All-s-Not-Fair-in-Science-and-Publishing/
open science paper
shared by Francois Bergeron on 02 Jan 13
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My takeaway lesson was that the safest strategy was to divulge my results only after they were accepted for publication. And I’m sure I’m not the only one who feels this way. Science is too often a cutthroat venture, with publications as the currency for measuring one’s success. But with everyone keeping their findings secret until they have been approved by the peer-review process, aren’t we slowing the course of scientific discovery?
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Many believe that false attribution is actually increasing in frequency, likely motivated by the steady decrease in grant-funding rates.
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If scientific administrators aspire to accelerate innovation by encouraging team science, they must address this issue. Our university system should reward scientists who are honest and fair in their dealings with fellow investigators. Specific protocols for guiding research and managing disagreements must be designed. Accurate laboratory records should reflect appropriate credit, and websites sponsored by international scientific organizations should be similarly designed to display accurate attribution of preliminary scientific discoveries. In addition, journals could post final drafts of papers before publication, allowing anonymous comments during a probationary period. If a substantive objection arises, the journal should require revisions or even reject the paper.
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Places to Intervene in a System by Donella H. Meadows - developer.*, Developer Dot Star - 0 views
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"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.
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Numbers ("parameters" in systems jargon) determine how much of a discrepancy turns which faucet how fast.
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Probably ninety-five percent of our attention goes to numbers, but there's not a lot of power in them.
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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.
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Numbers become leverage points when they go into ranges that kick off one of the items higher on this list.
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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.
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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.
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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
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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.
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The plumbing structure, the stocks and flows and their physical arrangement, can have an enormous effect on how a system operates.
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Applications of distributed ledger technology (DLT) and Blockchain-enabled smart contra... - 2 views
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Traceability concerns "the ability to record all required information relating to that which is under consideration, throughout its entire lifecycle, by means of recorded identifications" A consortium blockchain structure is adopted and supported by smart contracts for compliance code checking to improve construction quality management and better facilitate information sharing and enhanced mutual trust
OpenTEAM - Open Technology Ecosystem for Agricultural Management - 0 views
AID - 1 views
www.aid.technology/about
IoPA organization smart contract tech level identity management social level
shared by mayssamd on 07 Feb 23
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