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Though this study is informative and interesting, there are some serious limitations that should be taken into account if we are to generalize its results to all situations of collective action (like organizations). We may do a longer writeup some time in the future, but here are a few questions that it raises: Oh, and here is a link to the original paper: http://ow.ly/3VaS4 -----Is this a problem of the technology, or of fluency with the technology?---- "This is the danger with lean media, and is especially frustrating because it implies that if a willingness to cooperate can be effectively conveyed to other group members-perhaps an easier problem to fix than curing opportunistic intent-the problems of non-cooperation..they just did not know if they could rely on others to reciprocate." (p. 119) These conclusions suggest that fluency with a medium and the norms of communication through that medium may play a significant role in trust. In other words, if i am not good at communicating my intent to cooperate within the limitations of any medium (including face-to-face speech), i will have a hard time building trust. ----Are all digital media still as "lean" as email was in 2005?--- This study bases its concept of "media richness" on 1986 work by Daft and Lengel which suggested a continuum of media richness that contains face-to-face on the "rich" end and things like reports on the "lean" end. The assumption that social media, MMORPG's, digital collaboration platforms, etc are also at the lower end with email is very, very questionable.  ----Can we generalize the behavior of business students to all situations of collective action?---- The participants were all upper-level business students from the early 2000's, who are socialized and train to deal with colle

----Norms of anonymity may have changed since 2005---- There seems to have been an increase in people using digital technologies (especially social media) as a way to build their identity, rather than anonymize it. In fact, services have sprung up to provide people with personal landing pages (http://lifehacker.com/#!5534456/five-best-personal-landing-pages). If this is true, then there is likely a corresponding pressure to build and maintain trust in a world of digital trails and easy search.

The customer-centered company needs to make its products interactive, train its people for co-creative dialogue, redesign its physical places for two-way interactions, and open up the architecture of its digital sites to other processes and content that the company doesn't control. Nike puts a sensor in its shoes that lets runners track their runs and has a web platform where exchange data with others. Starbucks encourages a dialogue across all its stakeholders through the highly popular mystarbucksidea.com website. 3M invites its B2B customersto co-create new products with its R&D people live in their corporate labs. Apple invites third parties to develop new applications for its iPhones, iPads, and iPods. Companies are generally unprepared for this transformation to experience co-creation. Most product development groups continue to design non-interactive products. Company people in call centers and company stores still generally follow company narratives. Most corporate IT departments and suppliers are trained in one-way project-management techniques incompatible with true engagement-platform development. Herein lies the transformational challenge customer experience managers will face as they become customer-experience co-creators.

The arrival of Generation C will have an impact comparable to that of the Industrial Revolution, but it will take place much more quickly. For managers, it is no longer sufficient to plan for the next few quarters, or even the next few years. Companies that aren't willing to determine their strategies for the longer term - 10 to 15 years out - are putting their business models and value chains at risk. Executives must begin now to develop an agenda that includes an analysis of the capabilities and workforces they will need in the next decade and beyond. A critical step will be to make sure that the organization as a whole understands the coming changes, and that there are already people within the organization who are living these changes now, who don't perceive them as a threat, and who can help integrate them into the organization's business plan.

"Alongside this, we wanted to gauge wider views across the sector into charities' use of digital and how else they think it could help them. So today we're launching the results of our Charity Digital Survey at our sold out Charity Digital Summit, part of our Google funded programme of technology events for charities. Many of the 334 charity sector professionals who responded to the survey view digital as essential to their work, but fear they could miss out on opportunities for fundraising and income generation due to a lack of digital skills."

"On the day of the United Nations General Assembly's vote on upgrading Palestine to non-member observer status, the @UN official account sent out a tweet that seemed to undercut support for the move. The tweet was deleted soon after posting and a correction issued, but not before it received around 100 retweets, as well as comments and screenshots for the record."

But if they persist in lagging far behind the general population in social media participation and not delivering value to the shareholders that is there for the taking, they may not be CEOs for much longer.

"With the rise of texting, instant chat and transcription apps, more people are ditching the venerable tool that once revolutionized the telephone business, displaced armies of secretaries and allowed us to eat dinner more or less in peace. The behavioral shift is occurring in tandem with the irreversible fading of voice calls in general, prompting more wireless carriers to offer unlimited voice minutes. In data prepared for USA Today, Vonage, an Internet phone company, says the number of voice-mail messages left on user accounts was down 8 percent in July from a year ago."

"Australian-based collaboration design specialist Matt Cooperrider has begun to explore an idea that I think the GeekDad readership is more than well positioned to help with. As well as being one of those out-of-the-box thinkers and generally smart guys, Matt is also a role-player and geek at heart. He has begun a new project called Play to Decide which will research how role-playing games can be used to support organizations and communities in democratic decision-making and the collaboration that follows. "

Alec Baldwin received a surprise apology from American Airlines over his ejection from one of its flights -- delivered by none other than Alec Baldwin. Dropping in on "Saturday Night Live"'s "Weekend Update," the most frequent "SNL" host in the show's history played the role of Capt. Steve Rogers, supposedly the pilot of the flight delayed by Baldwin playing "Words With Friends," or being a general nuisance, depending on who's account you believe.

What's the difference between a CTO and a vice-president of engineering (VPoE)? According to Jason Hoffman and Bryan Cantrill of Joyent, the lines are blurry. At the Monki Gras conference in London on February 1st, Hoffman (CTO) and Cantrill (VPoE), shared the stage and talked about the differences in their roles. In keeping with the generally boisterous nature of Monki Gras, the conversation with Hoffman and Cantrill was a bit more bare-knuckle than your average conference presentation. Perhaps it's a result of their joint suffering under the "Somali warlord style of management" (as Hoffman put it) of Sun Microsystems.

Two new reports released from Forrester explore the state of video in the enterprise. "Information Workers Are Not Quite Ready For Desktop Videoconferencing" tells us that most workers polled do not want to use desktop video conferencing. Meanwhile, the "TechRadar For Content & Collaboration Professionals: Enterprise Video, Q1 2011" report looks at video in general across the enterprise. "Although video hasn't yet taken hold as the way we communicate or work, it will play an important role in connecting the increasingly distributed workforce," says the Radar report. The reports authors cite research showing that 46% of information workers are expected to be telecommuters by 1016.

He likens today's Facebooking, Tweeting, Flickr-ing, FourSquaring generation to our grandparents' generation. Imagine a small town where everyone knows everyone else: comings and goings, who's having babies, who's cancer is in remission, who's family is coming to town for Thanksgiving, and who's family is not (and therefore should have an invitation extended). We want people to know where we are, what we're doing, and whether we need help. It's more than just a megalomaniacal existence, it's a need for community. A virtual community, if you will.

The MacSerial Community meltdown has some big lessons, particularly in the context of these days of "Web 2.0″ and "user-generated content". It also speaks loudly to the questions raised, debated and debated again in the wake of the events leading to Kathy Sierra's decision to stop blogging. It involves cyberbullying and power plays, and in the best human tradition, reads like a soap opera. But this meltdown is distinctive - it was over two years in the making and involved trusted volunteers. The genesis of the conflict appears to begin two years ago, when two moderators came into conflict with each other. One was ready to strip the other of their mod powers when they withdrew to their own server, voluntarily resigning mod powers. However, the underlying conflict was not resolved and was driven farther underground. The lessons learned for community creators include: Visibly manage volunteers; Stay active and visible in the community; Don't let resentments fester; and, Define community boundaries, communicate them, and enforce the rules.

Surprisingly, a study of deception in e-mails versus phone calls found that people were more honest in e-mails because they can be documented, saved and aren't real-time communication scenarios, which is when most people drop white lies. Technology isn't the gateway to rampant deception; instead, Toma and Hancock both suspect that our distrust of communication technology is more likely rooted in our fear of it. "We've evolved as a species that talks face to face, and evolution is a slow process, and we're interacting in a new environment where our basic assumptions are undercut," Hancock said. So, in a way, it's natural to expect people to lie more online. "Every time a technology is new, it elicits great fears. Many people are fearful about what it's going to do," Toma said. "So I think fears about deception stem from this general fear of technology and certain features of technologies that make it easy to lie."

How important is Twitter in the political revolutions sweeping the Middle East? That was the topic of discussion on stage at the CTIA mobile and wireless convention today in Orlando, Florida and two very different, very strong opinions were voiced. "I don't think anyone in their right mind would say that sending a tweet is the equivalent of activism," said Twitter co-founder Biz Stone, "but it's another tool people can use." Kenneth Roth, executive director of of Human Rights Watch, one of the world's most respected human rights organization, framed things very differently though. He said on stage (above) that mobile technology in general would make it impossible today for something like Nazi Germany to unfold again the way it did historically.

When it comes to basic computer applications, even members of the millennial generation may not know as much as they think they do. A study by North Carolina Central University found that most students overestimated their skill levels when they were asked how they perceived their ability to complete certain tasks and then tested on those tasks. Researchers surveyed 171 undergraduates, the majority of whom believed they had either an average or high skill level in Microsoft Word, PowerPoint, and Excel. The students were then tested on three different skill levels - basic, moderate, and advanced - in each of those applications. Students correctly perceived their skill level only in PowerPoint, the study said, with 81 percent of students who thought they had at least an average skill level actually performing that way.

In 2006, sociologists from the University of Arizona and Duke University sent out another distress signal-a study titled "Social Isolation in America." In comparing the 1985 and 2004 responses to the General Social Survey, used to assess attitudes in the United States, they found that the average American's support system-or the people he or she discussed important matters with-had shrunk by one-third and consisted primarily of family. This time, the Internet and cellphones were allegedly to blame. Keith Hampton, a sociologist at the University of Pennsylvania, is starting to poke holes in this theory that technology has weakened our relationships. Partnered with the Pew Research Center's Internet & American Life Project, he turned his gaze, most recently, to users of social networking sites like Facebook, Twitter and LinkedIn. "There has been a great deal of speculation about the impact of social networking site use on people's social lives, and much of it has centered on the possibility that these sites are hurting users' relationships and pushing them away from participating in the world," Hampton said in a recent press release. He surveyed 2,255 American adults this past fall and published his results in a study last month. "We've found the exact opposite-that people who use sites like Facebook actually have more close relationships and are more likely to be involved in civic and political activities."

Much has been written about employee motivation and retention. It's written by folks who actively use words like motivation and retention and generally don't have a clue about the daily necessity of keeping your team professionally content because they've either never done the work or have forgotten how it's done. These are the people who show up when your single best engineer casually and unexpectedly announces, "I'm quitting. I'm joining my good friend to found a start-up. This is my two weeks' notice." You call on the motivation and retention police because you believe they can perform the legendary "diving save". Whether it's HR or a well-intentioned manager with a distinguished title, these people scurry impressively. Meetings that go long into the evening are instantly scheduled with the disenfranchised employee. It's an impressive show of force, and it sometimes works, but even if they stay, the damage has been done. They've quit, and when someone quits they are effectively saying, "I no longer believe in this company". What's worse is that what they were originally thinking was, "I'm bored". Boredom is easier to fix than an absence of belief.

HR and IT are not working together in ways the workforce needs, and L&D professionals are hard pressed to demonstrate the impact of their efforts on individual performance and bottom-line results. The professionals of the incoming generation, Gen Y, are demanding a complete overhaul of how you connect with them, coach them and teach them, but only about one-quarter of new managers get the effective coaching or training they need when assuming their new role. What do your learners find outside of your company? They find that IT and training play together quite well. For example, Apple's store has over 300,000 apps, thousands of which deliver on-the-fly tutorials plus developmental and assessment tools tailored to every need, many of which are free.