Jimmy Breeze's Library tagged collaboration → View Popular

One example of an educational company on the cutting edge of this kind of collaboration is eduFire. Founders Jon Bischke and Kareem Mayan want to empower both the educator and the learner by removing geographic boundaries. They feel anyone with knowledge to share has the right to become an “educational entrepreneur,” and anyone who desires to learn should have access to the tutor just right for him or her.
Online textbook startups such as Flat World Knowledge — which lets you customize textbooks online and is about to make a splash on campuses across America — also promise to increase the customizability and affordability of education
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- Chinesepod is a great example of an early mover in this space. Looking at the huge population of China, and that country’s equally huge desire to learn English, founder Ken Carrol quickly realized that classrooms could never scale to meet demand, but that teachers could scale via podcasting (pictured right).
- Numerous other online language learning communities are building out as well — sites such as Livemocha, nciku, and Lang-8.

How Collaboration Can Improve Healthcare for Everyone

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health collaboration

21 Oct 09

Under shared management | Society | The Guardian

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trust society services collaboration

Shared services has largely been thought of in terms of IT and back-office services, but as the chill wind of cuts begins to blow through local government finance, many local politicians — if not necessarily their senior staff — are likely to take considerable interest in a report out today from the local government improvement and development agency, IDeA, which gives examples of councils that have saved millions by putting joint management arrangements in place.
Joint management arrangements involve two or more councils, which remain separate but share a group of senior officers who then work not only on supporting the work of each of the authorities, but also on developing services – either in-house or contracted out – to be delivered to both authorities
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- For this to work, IDeA says the authorities need to be similar in their make-up and in the areas they cover. There also has to be a large dollop of trust, both between politicians on different councils and in the senior officers whose roles will change.
- As the IDeA report makes clear, the main savings from such arrangements are in staff costs. So how will staff in the two Lincolnshire authorities feel about the prospect of losing 116 posts? Those who make it into the new posts inside the merged structure may be happy, as Porter says they will receive an increase in pay and will have "a secure job in a secure organisation". The new chief executive will receive a pay rise of about 25%.
  And those who lose their jobs? "Some people may well be unhappy," Porter acknowledges, "but the world is going to be full of unhappy people in the next couple of years. Change is coming for local government, whether we like it or not. We've got to change, and if we do it now, ourselves, those who are leaving will at least get a decent package."

20 Oct 09

Is co-creation over-hyped? | Features | Research

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research methodology qualitative collaboration

16 Oct 09

Download | The Spirit of Co-creation

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creativity collaboration culture

12 Oct 09

The Nobel prize for economics: The bigger picture | The Economist

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economics collaboration politics

Innovation: The psychology of Google Wave - tech - 09 October 2009 - New Scientist

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google psychology collaboration usability innovation communication

"We need to ask what opportunity Wave allows people to express themselves and to understand what other people mean when they contribute a message to a conversation,"
The creators of Wave pitch it as "what email would look like if it were invented today"
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- The cultural norms that will shape Wave's future are yet to be established. But informed crystal-ball gazing is possible, based on what we know about how people use existing technology.
- Two of the features of Wave that are likely to alter how people communicate are related to time: it allows users to see others typing live, even if they later delete that text; and a "replay" function plays back the complex tangle of interactions that produced a wave.
- "It invokes face-to-face communication and encourages people to use conversational strategies,"
- "More elaborate messages are still possible, but when the other person is online you will be drawn to a more informal style." The pace and style of communicating with Wave will be more varied than with email.
- "Watching a Wave replay could help people to imagine what was in the minds of others," says Watts.
- That may also help reduce the misunderstandings that can blight email communication, says Herring: when people don't pick up that a comment is meant as a joke, for instance. "You have a multiplicity of channels to repair the conversation."

07 Oct 09

The Art of With.pdf (application/pdf Object)

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culture future trends collaboration interesting

23 Sep 09

Letters to Australia: Greengaged: Systems for common good

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economics finance design future collaboration

10 Aug 09

Virtual Worlds May Be the Future Setting of Scientific Collaboration

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science collaboration trends

Normally, virtual worlds are the setting of many online games and entertainment applications, but now they’re becoming a place for scientific collaboration and outreach, as well. A team of scientists from the California Institute of Technology, Princeton, Drexel University, and the Massachusetts Institute of Technology have formed the first professional scientific organization based entirely in virtual worlds. Called the Meta Institute for Computational Astrophysics (MICA), the organization conducts professional seminars and popular lectures, among other events, for its growing membership.

15 Jul 09

The Old Solutions Have Become the New Problems - BusinessWeek

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trends collaboration society management business

14 Jul 09

McKinsey: What Matters: The three essentials

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innovation services design collaboration

A 2004 IBM study on innovation, called the Global Innovation Outlook (GIO), offers important clues. Based on the input of thousands of people from 96 public and private organizations in 24 countries, the study suggested that there are three key factors for innovation: common technical standards, collaboration, and customization.
First, it is critical that there be standard ways of exchanging information between members of each economic system and across economic systems.
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- Second, more open collaboration between economic system members, and, at times, even among competitors, is necessary.
- Third, the primacy of the individual as a driver and user of scientific discoveries is paramount.
- When it comes to innovation, standards are as important as speaking a common language.
- They also cited a lack of standards as a major reason for systemic inefficiencies and escalating costs.
- Collaboration among parties not used to working together was one of the most serious challenges to societal progress cited by GIO participants. In health care, for example, doctors, hospitals, and research institutions generally maintain strict control over what many view as proprietary information. Yet that barrier needs to fall before the world’s health care systems will be able to deliver care targeted specifically for each patient.
- Two key enablers of collaboration are culture and intellectual property practices. Bridging the differences arising from various cultural expectations and norms and making the transition from exclusionary intellectual property models to ones that enable both sharing and protection of ideas will be necessary in order to extract the economic benefits of innovation.
- Where much innovation in the last century grew out of the adoption of mass production, innovation in the 21st century will primarily be built on the “infrastructure of the individual.” In the medical arena, for instance, the potential for targeted medicine hinges on diagnoses and treatments that are better tailored to the individual. Many of today’s products and services are now customized according to unique preferences and are made available on demand, as opposed to through delivery models where choice is confined to a company’s definition of a demographic. And many governments already offer services that allow citizens to interact with agencies at the individual’s convenience, rather than forcing them to be bound by office hours or locations.

McKinsey: What Matters: Prizes: a winning strategy for innovation

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IPR collaboration innovation design

As the patent and grant system matured, however, prizes seemed to become peripheral to innovation. Today, they are booming again. Since 2000, more than 60 prizes with a value greater than $100,000 have debuted around the world, representing almost $250 million in new prize money, and the total annual value of the large prizes that we tracked has more than tripled.
This renaissance is driven by the simple fact that prizes work—almost by definition, since they pay only for desired results, not noble failures.
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- Recognition prizes seek to identify excellence—for instance, by recognizing specific individuals or innovations.
- Inducement prizes, on the other hand, aim to spur specific innovations by focusing the energy of potential problem solvers on well-defined problems.
- The first are exposition prizes, to which the Internet gives new potential. These prizes use a competition to highlight ideas or opportunities within a field.
- The Netherlands’ PICNIC Green Challenge, for example, is an exhibition that highlights green products and services and enlists other organizations to help improve and scale the best ideas. Last year, the prize attracted over 200 entrants.
- Network prizes build and strengthen communities by connecting funders and innovators, creating forums for interaction, and encouraging potential leaders.
- Just competing for a prize can improve the skills or behavior of entrants, so a few sponsors have made participation a primary objective, designing prizes for which the competitive process is at least as important as the outcome. The annual FIRST Robotics Competition, for example, puts tens of thousands of American high school students through a variety of robot building challenges, rewarding team spirit and professionalism as much as finished products. The focus on reinforcing motivation and building team skills is partly responsible for the fact that participants are three times more likely than peers from similar backgrounds to major in engineering—and twice as likely to perform community service. We found participation prizes to be one of the least-used prize types, but there are enough good examples of successful ones to suggest that they should be used more often as a broader social-change strategy.
- Ashoka’s Changemakers competitions solicit input from hundreds of Ashoka fellows and past entrants to create a detailed “discovery framework” that defines the problems to be solved. In both cases, a generous investment of time and resources improves the odds that later investments, by the sponsors and the participants alike, will pay off in social benefits.
- A great deal of research suggests that collaboration can promote innovation substantially and some prizes actively encourage it. Changemakers, for example, encourages publication of submissions during the competition, generating conversations that often inspire participants to improve their entries before the competion closes.
- We see a bright future for prizes. Nearly a third of the sponsors we surveyed plan to increase their prize activity. The new generation of philanthropists are embracing prizes, and the entry of new kinds of sponsors, such as governments, may further expand the resources available. Prizes are also likely to become more professional, as the emergence of full-time facilitators such as Innocentive and the X-PRIZE Foundation shows. Greater attention to best practices will make prizes more economically productive. And we expect to see a greater understanding of—and better solutions to—tricky challenges, such as the protection of intellectual property and the proliferation of prizes.

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