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An anonymous user created a Twitter account, @superinjunction, with the apparent purpose of posting six tweets about the subjects of various injunctions; including actors, a soccer player and a chef. Now, according to Forbes, the Twitter scoop is "forcing British lawmakers to think about whether such a thing is still feasible in the age of social media, and if it is, how to enforce it."

The five myths are: The right tools will make us collaborativeCollaboration is inherently a good thingCollaborating takes extra timePeople naturally will/will not collaboratePeople instinctively know how to collaborate

Feedback loops are how we learn, whether we call it trial and error or course correction. In so many areas of life, we succeed when we have some sense of where we stand and some evaluation of our progress. Indeed, we tend to crave this sort of information; it's something we viscerally want to know, good or bad. As Stanford's Bandura put it, "People are proactive, aspiring organisms." Feedback taps into those aspirations. But maybe requiring people to do a little work-to stick accelerometers around their house or plug a device into a wall socket-is just enough of a nudge to get our brains engaged in the prospect for change.

We chose to highlight six drivers-big, disruptive shifts that are likely to reshape the landscape for organizations and workers. Although each driver is in itself important when thinking about the future, it is the confluence of several drivers working together that produces true disruptions. We then identified ten skills that we believe will be vital for success in the workforce: Sense-making: ability to determine the deeper meaning or significance of what is being expressed Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions Novel and adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based Cross -cultural competency: ability to operate in different cultural settings Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning New media literacy: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines Design mindset: ability to represent and develop tasks and work processes for desired outcomes Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team

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."

Believe it or not, one thing that predicts how well a CEO's company performs is the width of his face. CEOs with wider faces, like Herb Kelleher, the former CEO of Southwest Airlines, have better-performing companies than CEOs like Dick Fuld, the long-faced final CEO of Lehman Brothers. That's the conclusion of a new study which will be published in an upcoming issue of Psychological Science, a journal of the Association for Psychological Science.

Do you know what the numbers 5683 and 3327 mean? According to a recent study, if you are a person who frequently sends text messages, your brain knows what these numbers mean and is unconsciously influencing how you feel about phone numbers you dial.

The mass media, including interactive social-networking tools, make you passive, can sap your initiative, leave you content to watch the spectacle of life from your couch or smartphone. Enlarge This Image Apparently even during a revolution. That is the provocative thesis of a new paper by Navid Hassanpour, a political science graduate student at Yale, titled "Media Disruption Exacerbates Revolutionary Unrest." Using complex calculations and vectors representing decision-making by potential protesters, Mr. Hassanpour, who already has a Ph.D. in electrical engineering from Stanford, studied the recent uprising in Egypt. His question was, how smart was the decision by the government of President Hosni Mubarak to completely shut down the Internet and cellphone service on Jan. 28, in the middle of the crucial protests in Tahrir Square?

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.

New technologies bring with it a requirement for new abilities. Back in 1954, dialing a phone was new and potentially confusing. Bell created a 10-minute film to explain it all.

This talk explores nine commonly held assumptions about how teens and young adults use technology. By applying nationally representative data, we'll unpack fact from fiction. Do teens really send that many text messages a day? Is Twitter the next big thing among young adults? Are landlines obsolete? Using data from surveys and focus groups from the Pew Research Center's Internet & American Life Project, we will examine the changes in technology use among young people, and look at why it is important that we understand these trends, even if we're not young adults or parents of them ourselves

The king of Web corporations has been Google with its dominance of search. Recently, Facebook has become the second-most popular website. How do the purposes of each of these successful sites differ, and where do they compete?

Much of the TV, video, film and sport we watch is sponsored by a brand, a product, a corporation. But … why? With humor and persistence, filmmaker Morgan Spurlock dives into the hidden but influential world of brand marketing, on his quest to make a completely sponsored film about sponsorship. And yes, the onstage naming rights for talk were sponsored too. By whom and for how much? He'll tell you. 

There were many successes, but far too many more failures in this endeavor. Why? Companies absorbed the process of Design Thinking all to well, turning it into a linear, gated, by-the-book methodology that delivered, at best, incremental change and innovation. Call it N+1 innovation. Above all, CQ is about abilities. I can call them literacies or fluencies. If you walk into one of Katie Salen's Quest to Learn classes or a business strategy class at the Rotman School of Management, you can see people being taught behaviors that raise their CQ. You can see it in the military, corporations, and sports teams. It is about more than thinking, it is about learning by doing and learning how to do the new in an uncertain, ambiguous, complex space--our lives today.

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.

When the camera switches on in one of the busiest courtrooms in Massachusetts, murder arraignments, traffic and drug cases heard there will become fodder for a new experiment: how bloggers and other citizen journalists can cover courts using new media and social media.

Location based social network Foursquare celebrated 10 million registered users yesterday but how are businesses and organizations using the platform? I wrote a year ago next month about the incredible potential offered by Foursquare accounts for organizations: following a Foursquare page as a user is like opting-in to view the world through the lens of that organization's geo-annotations. It can be awesome. (My favorites? History Channel and Eater.) Are businesses getting into it? For one perspective on that question, I extracted some data from the 128 most recent Foursquare Pages that have been created. The 128 most recent Foursquare Page holders have added 728 tips in 311 cities so far. They've amassed a total of over 8,000 Foursquare followers and they came in with some social media experience as well: those organizations already had an aggregate of over 800,000 Twitter followers.

After Local Motors won the XC2V competition, they were given a mere 14 weeks to build a prototype of their "FLYPMODE" concept, a vehicle built on a common chassis capable of performing both combat resupply and medical evacuation missions. As it turns out, they didn't even need all 14 weeks, and were able to complete the prototype ahead of schedule, no problem. Check out a bunch of pics of the not yet armed but otherwise fully operational XC2V vehicle in the gallery below. Part of the point of this whole exercise was to see how effectively crowd-sourcing through private industry could be used to design, develop, and build a new vehicle. In a result that will shock nobody at all, the XC2V went from concept to prototype some five times faster than it normally takes our ponderously bloated war machine to come up with something similar. While DARPA hasn't commented on cost, I imagine that it was exponentially cheaper, too.