D'coda Dcoda's List: Culture Change

• THE camera guy showed himself up in the press conference of Tepco on  9/29/2011 and 9/30/2011.

   

  It was shocking enough to make the Tepco spokes man blush.

   

  His name is “Takeuchi”. He called himself “a freelance journalist”.

   

  Here is the highlight of his question on 9/29/2011.

   

  He also updates his blog at http://pointatfuku1cam.nobody.jp/index.html
• Takeuchi(Camera guy)
  
• Takeuchi(Camera guy)
  
• Takeuchi(Camera guy)
  すみません、もう１点、あの、
  One more  question.
  メディアの方に原発敷地内免震棟への取材を断っている状況だと思うんですけれども
  Media is banned to go  into the plant  site.
  これは、その、暴力団関係者だと見受けられる様な方が
  カメラに映ったりしたら、えー、まずいからとか、
  そういうような理由があるのかなというように邪推してしまったんですけれども
  Is  it because media might see and report Yakuza people are working there ?
  
• Takeuchi(Camera guy)
  

• Here is my IDs to work at there.

   

  ←The spokes man realizes he is that guy.
• None of the employment contract was explained by my company and the notice was  in the really hard place to find out in the building.(Almost hidden from the  workers so they won’t claim)
  I am concerned about the compliance of labor  standard.
• Matsumoto (Spokes man of Tepco)
  
• Yes,well,um,ah
  
• We,um,well,but,saw,ah
  
• um,ah,I saw the picture of the notice on the homepage of the camera guy so
  
• well,um,other workers might
  
• see it too,I assume.
  
• ah,well,um,in that meaning,so,those kinds of the notices or
  
• ah for sub-contract companies ,eh eh,well
  
• need to check how much they take care about the compliance,I don’t know.

• I actually saw people with Yakuza tatoo in the backroom.
  Is it not to let  the media report the truth in the plant ?

   

  松本：
  Matsumoto (Spokes man of Tepco)
  
• well,um,ah regarding of the Fukushima nuclear plant  ,eh
  みなさまに現場公開をしていないのは、あー、
  The reason why we don’t disclose the actual  situation inside is
  一つはあのー、警戒区域の中であるという事と
  One of them is,um,because it’s  in the caution zone and
  え、わたくしどもといたしましては、今、あのー、
  From our point of  view,now,um,
  発電所の復旧作業の方に、エー、全力を尽くしているという状況でございますので
  we are trying our  best,so,ah
  あの、ま、入る方の被ばくの問題もございますので、
  um,well,there is also the problem of  exposure of the reporters.
  そういう意味であの、いまのところ、政府の、おー、ご相談させていただきながら
  In that  meaning,for now,discussing with the government and  um..
  今、現場公開についてはまだ出来ていないという状況でございます
  we can not disclose the actual  situation inside of the plant.

• He attends at the conference everyday seemingly.
  We must keep our eyes  peeled.

   

  9/29/2011
  From 20:50~

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• In May, Ian and cameraman Colin O'Neill ventured  into the evacuation zone surrounding Fukushina to find children going to  school and people trying to make sense of what had happened. In September, the  pair re-visited the evacuation zone to see what has changed.

   

  You can see more of Ian's documentary work by visiting Ian's YouTube  Channel. He also regularly updates his personal blog, Documenting Ian.

   

  WIDE  ANGLE: Japan in Crisis

   

   

   

  After the March  11 earthquake and tsunami in Japan, explosions at the Daiichi Nuclear Power  Plant in Fukushima spewed radioactive dust over the surrounding areas.

• The PLENTY Currency Cooperative (PCC) promotes local commerce, environmental responsibility, self-reliance and neighborliness through the implementation and support of a local currency, the PLENTY (Piedmont Local EcoNomy Tender).

   

  Here’s how it works: People have been using PLENTYs to buy goods and services in our neck of the woods since 2002. It’s completely legal; it’s taxed the same as dollars; it’s secure; and it is good for our local economy.

• We often use these words interchangeably, but they represent fundamentally different ways of co

• We often use these words interchangeably, but they represent fundamentally different ways of contributing to a group and each comes with its own dynamics and power structures that shape groups in different ways …<!-- more -->

   

  When collaborating, people work together (co-labor) on a single shared goal.
  Like an orchestra which follows a script everyone has agreed upon and each musician plays their part not for its own sake but to help make something bigger.

   

  When cooperating, people perform together (co-operate) while working on selfish yet common goals.
  The logic here is “If you help me I’ll help you” and it allows for the spontaneous kind of participation that fuels peer-to-peer systems and distributed networks. If an orchestra is the sound of collaboration, then a drum circle is the sound of cooperation. 

   

  For centuries collaboration has powered most of our society’s institutions.
  This is true of everything from our schools to our governments where we have worked together through consensus to build systems of increasing complexity.

   

  But today, cooperation is fuelling most of the disruptive innovations of our time.
  In virtually every aspect of our culture, the old guard is being replaced by cooperative, self organizing, distributed systems.

• Collectives collaborate. 
  Collectives are part of the machinery of the previous era. They give priority to the group over the individual and encourage members to adopt a joint identity that unites them around their shared goal. 

   

  Connectives cooperate.
  A connective doesn’t give priority to the group or the individual but instead supports and encourages both simultaneously. There’s no shared sense of identity in a connective because each member is busy pursuing their own goals.
• Collectives are breeding grounds for hierarchies and power struggles.
  Even with the best intentions, collaboration often encourages pyramids of power and authority. The higher up the pyramid you are in a collective, the more freedom you have to carve out your own individual identity and direct the group’s efforts towards your own goals. The conductor is famous while the tuba player remains unknown. But if the tuba player gets up to leave someone needs to step in to replace her.

• Connectives are self-organizing and self-sustaining.
  No master architect, conductor, or blueprint is needed. You can join or leave a drum circle at any time and the beat goes on with or without you.

   

  Wikipedia is a collective. Delicious is a connective.
  Hence the brutal hierarchies and old school power structures that govern Wikipedia. Delicious on the other hand doesn’t have the same problems; No consensus is needed because people aren’t collaborating. Each user is free to use Delicious for whatever they want.

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• Metcalf's law states that the value of a network is proportional to the square of the number of nodes in that network. This is true of networks where every node is connected to every other node. A more generalized formulation of Metcalf's law would be: the value of a network is equal to the number of connections (also known as edges) in that network. (An even better definition would try to incorporate a measurement of the value of each connection - e.g. two people who communicate a lot probably value that connection more than two people who don't).

  It is widely understood that the resilience of chemical molecules or architectural structures is a function of not just their materials but also their structures. The same is true of information networks like social networks, marketplaces, and communication networks. Two networks with the same number of nodes (e.g. users) and same number of edges (e.g. relationships of Friending or Following) might have very different levels of resilience or - as is it's normally called in business contexts - defensibility.

• How can we expect to create any type of fair and rational economy from a bunch of invisible stuff milling around the parks?  There is no escape from Market Capitalism and no path to Social Capitalism without a Knowledge Inventory, period.

   

   

  The knowledge inventory link above takes you to a video which discusses the three factors of production in social capitalism:

   
   
  1. Intellectual Capital (ability to collect, retain & share information
   
  2. Social Capital (ability  of people to work together)
   
  3. Creative Capital (ability  to combine diverse ideas)
• These reminded me of the Law of the Few and how ideas get connected in communities.
• Generally, Mavens exhibit the greatest intellectual capital; Connectors have the most diverse (creative) networks and Salespeople get things done (action). I wonder if this metaphor/model would help to get social capitalism “across the chasm”. Identify sufficient Mavens, Connectors & Salespeople (you need all three) and then build up to the 10% critical mass necessary to effectively spread ideas:

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