The age of Internet ubiquity has arrived.
The world is moving beyond standalone devices into a new era where everything is connected.
We've created a slideshow highlighting the key trends and forecasts for the entire Internet-connected ecosystem, including connected TVs, connected cars, wearable computing devices, and all of the consumer and business tools that will soon be connected to the "Internet Of Things."
Toyota's latest strategy has two main aspects. First, it wants to make sure that workers truly understand the work they're doing instead of feeding parts into machines and being helpless when one breaks down. Second, it wants to figure out ways to make processes higher quality and more efficient in the long run. The company worries that automation means it has too many average workers and not enough craftsmen and masters.
So far, people taking back work done by robots at over 100 workspaces reduced waste in crankshaft production by 10%, and helped shorten the production line. Others improved axel production and cut costs for chassis parts.
"We cannot simply depend on the machines that only repeat the same task over and over again," project lead Mitsuru Kawai told Bloomberg. "To be the master of the machine, you have to have the knowledge and the skills to teach the machine."
My point is that when you think about the Internet of Things, you should be thinking about the complex system of interaction between humans and things, and asking yourself how sensors, cloud intelligence, and actuators (which may be other humans for now) make it possible to do things differently. It is that creativity in finding the difference that will lead to the breakthrough applications for the Internet of Things and Humans.
For the past four years the gas lobby has used the economic crisis in Europe to tell countries like Greece that the way out of debt and desperation is to open their beautiful and fragile seas to drilling. And it has employed similar arguments to rationalise fracking across North America and the United Kingdom.
Now the crisis du jour is conflict in Ukraine, being used as a battering ram to knock down sensible restrictions on natural gas exports and push through a controversial free-trade deal with Europe. It's quite a deal: more corporate free-trade polluting economies and more heat-trapping gases polluting the atmosphere – all as a response to an energy crisis that is largely manufactured.
Against this backdrop it's worth remembering – irony of ironies – that the crisis the natural gas industry has been most adept at exploiting is climate change itself.
1. The leader is no longer able to control
2. Employees control, customers control
3. The leader creates the conditions for others to control
4. Leaders should stop thinking about their leadership. They shouldn't think of their talents or of the list of trendy virtues
5. The obligation of a leader is to be him/herself and not imitate others. This is a purpose as a human being and not just as a leader
6. Leadership is a process. Leadership is relationship
7. Leadership is reciprocity. If a leader wants to be able to influence he/she must accept being influenced
8. Leadership is a service: to customers, to employees , to the community. For this reason its guiding values are: honesty, power sharing, transparency
9. In open systems trust is the engine of relationships, both within companies and on markets, by means of collaborative consumption
10.The leader builds relationships based on respect
11.The leader knows how to play the role of catalyst. He/she is not the only protagonist. He/she performs an inspirational, alignment and support function for colleagues
12.Leaders must not think of their employees as parents think of their children (in a top/down relationship)
13.Leaders should not think of their managers as children think of their parents (in a bottom/up relationship)
14.In contemporary enterprises leadership is not just based on asymmetrical relations (top/down, bottom/up) but also on peer relations
15.Leadership accepts ambiguity and turns it into generative conflict
16.Conflicts can be dealt with through negotiation and mediation. Contemporary leadership must negotiate rather than control
17.Leaders work in an agile way . They need to adapt to a constantly changing environment. They promote simplicity, flexibility, the production of real value for customers
18.The leader supports co-workers in the development of self-organization processes. This support is expressed 1) as definition of guidelines in the planning stage 2) as self- restraint in later stages
19.The engagement of employees is fundamental
20.The engagement of employees is possible if the leader is interested in their work, if he/she is accessible, if he/she enables, if he/she encourages questioning
21.The leader values his/her own passion
22.Reputation is the capital of credibility and consistency available to the leader
23.The leader builds social capital by sharing a common vision
24.Social capital is the set of behaviour rules of a system that minimizes transaction costs and maximizes cooperation between subjects. It's not located in individuals or in physical production structures
25.The leader encourages the development of bonding and bridging social capital. The bonding social capital reinforces the organization identity. The bridging social capital builds a bridge between different entities, in the name of diversity integration.
26.Social capital is pivotal for innovation. Innovations are developed by connecting worlds that have different sets of knowledge
27.Keeping boundaries open and getting in touch with new know-how increases the company's potential for innovation. Innovation can be open, in the sense that it doesn't originate from the R&D function only
28.Real innovation goes through the innovation of the company's culture. The responsibility of leadership is to foster cultural transformation
29.Tolerance of mistakes is the mindset that allows the development of innovation
30.A structured vision, cohesive groups and clear responsibilities can result in a difficulty to learn from mistakes
31.Leadership promotes collective intelligence
32.Collective Intelligence is the process whereby groups take charge of their challenges and future evolution, by using the resources of all members in such a way that a new level emerges, with new added qualities
33. Collective intelligence is possible because human beings know how to be cooperative
34.In the long run cooperation increases the chances of survival of a system
35.Competitiveness is not always opposed to cooperation. The main feature of open systems is that they often are coo-petitive (cooperation and competition coexist)
36.Different approaches to task performance and to problem-solving can coexist (not hampering one another), and learn from each other. Diversity increases the chances to successfully achieve goals and to develop new practices
37.The leader should not assume that people understand the meaning of what is happening
38.The leader is a sense maker: together with co-workers, he/she strives to give sense to the past and to imagine future scenarios
39.Leadership deals with the generation and development of knowledge because intangible elements are pivotal for the creation of the value of products and services
40.The knowledge produced by an organization, including its internal debates and lessons learned, should be recorded and saved in archives that are accessible to everyone. In compliance with intellectual property, the sharing of knowledge inside and outside the organization generates benefits for individuals and for the community
41.Leadership pays attention to the organization of the invisible part of knowledge
42.The model of vertical leadership is inadequate for situations where knowledge is fundamental. In teams with very diverse skills shared leaderships works better
43.In order to favour the development of knowledge the leader can undertake the role of mentor or coach
44.Learning is possible as a result of continuous improvement
45.Leadership works at increasing well-being because organizations were people feel good have superior performance
46.The leader takes a critical position towards contemporary value production models, perceives their contradictions and seeks sustainable solutions for him-/herself and for the group he belongs to
47.The leader is committed to the success of the enterprise at the present time, but by investing on intangibles he/she improves the overall quality of the system
48.Open leadership means to develop antifragile systems, i.e. able to improve as the result of a crisis
An excerpt from Gedalof (1998):
Quescussion is a type of discussion that is conducted entirely in the form of questions. It was developed by Professor Paul Bidwell of the English Department at the University of Saskatchewan where he has used it with great success in the teaching of poetry. It has proved to be very useful in handling a variety of subjects even, or perhaps especially, very controversial ones, and works across a wide range of class sizes. In large classes it is particularly useful because it allows many students to make brief contributions without interventions by the professor, and because the exercise can be put to several uses. It works like this.
First, the professor explains the rules of quescussion, which are:
Everything said must be in the form of a question.
Participants must wait until four (this number can vary with the size of the class) other people have spoken before they can speak again.
Statements in the form of questions are not allowed (e.g. “All professors wear polyester, don’t they?”).
If someone makes a statement, the rest of the class is to shout “Statement." (The exercise is self-policing.)
No nasty or ad hominen questions are to be directed to other speakers (e.g. Isn’t that the kind of question that a megalomaniacal fascist would ask?”) Typically these turn out to be disguised statements and are inadmissible on those grounds, too. The rule is often unnecessary, but will come into play if the subjects discussed are ones that people might have strong feelings about such as politics, abortion, euthanasia, or religion.
Next the instructor sets out the subject for quescussion. This can be a problem to be solved or confronted (relatively complex ones are best, but obviously this has to be suited to the class). Problems can be ethical, philosophical, social, psychological, literary, mathematical, or scientific. The subject could also be in the form of a carefully formulated provocative question or statement, or a text of appropriate length and difficulty to be analyzed or discussed.
Then comes the quescussion itself, the length of which will vary with the task that has been set, but which will rarely last beyond 10 minutes and is more often in the five-minute range. Classes have to learn how to do quescussion well, and you can expect some silences between questions when you first use this exercise. Don’t worry: they are thinking hard. One of the impressive things about this exercise is how quickly it climbs up Bloom’s taxonomy and encourages quite difficult questions. Furthermore, people will try out ideas they would hesitate to express under other circumstances, largely I think because everything is tentative and provisional when it is expressed in the form of a question. It also helps that a heated exchange between two class members cannot develop because of the rule calling for intervening speakers.
How you choose to follow up this exercise can vary, from doing nothing to doing a great deal. If you choose to do nothing, and sometimes that will be the right thing, you have at least introduced your class to a range of questions on this subject. However, if you want to address some or all of the issues raised, you can follow Professor Bidwell’s practice of tape recording or videotaping the quescussion, transcribing all of the questions, and presenting them to the class as the focus for future discussion. Alternatively, you or your designate can record the questions on the board or overhead, grouping them if desired, and use them as a springboard to a traditional type of discussion or lecture. (p. 37-38)
3. Management is a skill, it's not a career path. Everybody is a mixture of individual and group contribution. There's a set of tasks related to project organization and keeping things going. And usually, people refuse to do it twice in a row, on back-to-back projects, because it's very much a service job. "My job is to entirely define myself in terms of the productivity that I enable in other people. That's a very stressful job and it's hard to measure your own productivity. People say, hey, Jay, you should do it again, and Jay says 'screw you guys!'." So we look for some younger sucker to give the job to, who thinks it's authority within a hierarchy related to decision-making, and then finds out that it's, oh, working really really hard to make other people more productive.
So what does it take to be a job maximizer?
Choose Your Talent. Who do you want to employ? AutonomyWorks focuses on people with autism. Shinola focuses on former auto workers. There are many other segments of the labor force who are underemployed or underutilized.
Find Your Market. What products or services can these workers best make or provide? This is where the entrepreneurial magic comes into play. You need to find something that suits your people and also generates a sustainable profit. Friedman recommends looking for markets where work has been off-shored or automated, and that have low capital requirements.
Design Your System. What innovations do you need to meet the unique needs and bring out the best in your workers? This might involve rethinking hiring, process design, management, or organizational culture. The key is turning people’s disadvantage in society into your company’s competitive advantage in the marketplace.
Over the last twenty years, we have successfully created an entirely new economic sector in which social entrepreneurs maximize purpose over profit. It’s time to turn this entrepreneurial spirit on a new goal: job creation. We need more people like Dave Friedman and more companies like Shinola — job maximizers and employment entrepreneurs.
The workers that machines threaten to displace cover a wide range of office work. Smart digital assistants, for instance, could stand in for many types of support staff – or, by making the ones who remain more productive, greatly reduce their numbers.
The jobs of many analysts and researchers could also be in the line of fire. Advances in machine learning and natural language systems make it easier to interrogate large amounts of data and to derive smarter answers in more intelligible forms.
Even highly paid professionals with specialist expertise are not immune. In fields such as law and medicine, machines are likely to produce “generally better answers” than humans, who struggle to keep up with the latest knowledge in their fields, says James Manyika, a director at McKinsey Global Institute.
Finding the right Twitter accounts to follow
Start by typing your topic in the Twitter search field.
Find a tweet that interests you.
Click on the user name of the account that tweeted this tweet.
See if the biography of the user and their other tweets also are interesting to you. Also check if they have at least some followership (although very interesting sources could still have very few followers). If they are interesting click on their username once more.
Click on "Follow" to follow the user.
Twitter will suggest some users that might be interesting too, you can follow up on these later.
In the left menu click on "Lists", then select "Member of" (find the link in the center of the page). See if there is a title of a list that speaks to your topic. Now you can start at step 2 again or you can select "List members" in the menu on the left and restart at step 3.<
Continue with this loop (and occasionally backtrack) until you have at least 50 sources.
Keep adding sources as you find them, make sure to revisit this process once in while.
This 4 week online social workshop covers the following topics:
PKM framework: understanding the Seek:Sense:Share model to take control of your professional development
Personal network mapping: examining your networks for diversity to improve your own sense-making abilities<br /> Sense-making: finding your own unique way to make sense of information flows around you
Finding your own voice: establishing a routine that works in the long run
Please note this workshop does not use a traditional course format or have any compulsory synchronous sessions. Find out more about how it will run on the Workshop page. Warning: you will actually have to put in some effort if you want to learn anything during these four weeks.
sense-making and knowledge-sharing from Harold Jarche
Harold Jarche is an international leader in Personal Knowledge Management. Find out more about Harold here.
Developing PKM skills is probably one of the best investments any knowledge-intensive organization can make.
We can host the workshop for you or run it in your Enterprise Social Network. We can also include a kick-off meeting (either online or onsite) if you would like us to get your group up and running.
Cost: £3,000 for up to 20 participants. Each additional participant at £200 pp. All prices exclusive of VAT where applicable.
Email firstname.lastname@example.org if you would like him to run this workshop privately for your organisation.
I’ve been thinking a lot about how to manage a large archive to encourage discovery and serendipity, and to make it easier to fish out articles so that I can send them to people. I started in 2001-ish and have more than 6,500 posts. There’s not a lot of information on how to manage a large archive. Most blogging-related advice focuses on helping people get started and get going. Few people have a large personal archive yet. I love coming across other bloggers who have been at this for more than ten years, because information architecture is fascinating. Here’s what I do, in case it gives you any ideas.
Nearly half (47%) of oil and gas wells recently hydraulically fractured in the U.S. are in regions with high or extremely high water stress.
Ceres’ latest research on this topic, Hydraulic Fracturing & Water Stress: Water Demand by the Numbers, provides first-of-its-kind data on the various water sourcing risks facing oil and gas companies in 8 regions of intense shale development in the United States and Canada. It shines a spotlight on the volumes of water used for hydraulic fracturing by specific companies and puts regional industry water use into the context of local water stress, groundwater depletion and drought. It provides investors, lenders, and regulators recommendations for how oil and gas companies and their service providers can minimize their water demands and reduce their impacts on communities and the environment.
My hypothesis is that social intranets afford an alternative way to codify what you know, typically via first-person narrative (blogging), story-telling, less formal, less “structured” means of expression (or let’s say less “fielded” in that last bit, as all stories clearly have intricate and meaningful structures). Going back to the principles of KM, these modes of expression are closer to speaking; and as such, help get us closer to “what we know” if we believe that we truly “know more than we say and say more than we write down.” We move through Boisot’s I-Space, from problem-solving in a concrete/un-codified/not-diffused personal knowledge space, through to an increased level of abstraction and codification that allows for knowledge to be more easily diffused across the organization (hopefully on its way to absorption and impacting, helping others gain value from the knowledge asset).
Start with the likely damage award if a case went to court. The maximum liability for an individual for non-commercial infringement in Canada is $5,000 for all infringements. With nothing more than IP addresses, there is unlikely to be any evidence of commercial intent or benefits (going for a commercial claim would require far more evidence and expensive litigation). While $5,000 is the cap, the actual number is likely to be far lower as the law sets a minimum award of $100. The law provides some additional guidance for judges:
in the case of infringements for noncommercial purposes, the need for an award to be proportionate to the infringements, in consideration of the hardship the award may cause to the defendant, whether the infringement was for private purposes or not, and the impact of the infringements on the plaintiff.
The School of Open is a global community of volunteers focused on providing free education opportunities on the meaning, application, and impact of “openness” in the digital age and its benefit to creative endeavors, education, research, and more. Volunteers develop and run online courses, offline workshops, and real world training programs on topics such as Creative Commons licenses, open educational resources, and sharing creative works. The School of Open is coordinated by Creative Commons and P2PU, a peer learning community and platform for developing and running free online courses.
Ask participants to fold their A3 paper lengthwise, then in half, and half again until they have folds that form 16 squares.
Give them 2 minutes to draw different smiley faces in each square. If you see people are stuck, mention that they can be creative and think of animals etc when drawing smiley faces.
After the 2 minutes is up ask them to pass their paper clockwise to the person next to them and ask them to tick the smiley face they like and cross the one they don’t like. Ask them to keep passing the papers clockwise until they end with their own paper.
Once they have their own paper in front of them ask everyone to put their hand up if they have ticks in the first row of squares, then the second, third and fourth.
Then ask if they have any crosses in the first few rows and ticks in the latter rows.
Usually you’ll find that people get either few or no ticks in the first row of smiley faces, this nicely illustrates that the first idea (or smiley face in this case) is not their best idea. You can see this when you look at the page as a whole as well, the lower half of the page tends to show better, more creative smileys.
Self-awareness. Leadership development needs to be an inside-out process that focuses less on competencies and skill acquisition and more on increasing your self-awareness and understanding how your behaviour impacts others;
Emotional self-mastery. Again, a superficial program of increasing emotional intelligence through techniques and tips of such things as listening skills or facilitation skills avoids or neglects the more important requirement to understand, manage and master your emotions and understand and respond appropriately to the emotions of others;
A personal stake in self-development. Leadership development is frequently seen as the responsibility of the organization rather than a shared responsibility with potential and current leaders. Rarely have I heard a leader say he wants to take personal responsibility to become the best person he can be and take charge of his personal growth;
Recruit potential leaders that are humble; not those driven by hubris or ego. Organizations continue to recruit leaders who fit the stereotype of a charismatic, narcissistic with little humility and a big ego.
In recent years, many great art museums have decided to open up their collections, putting online huge troves of images that showcase the masterpieces hanging on their walls. They’ve also made available free art catalogues and books, letting you learn all about important artists and styles of painting. Now, university presses and libraries are starting to follow suit, giving readers free access to books from their archives. We’ve tried to keep you posted on these cultural developments here on Open Culture. But you’ve likely missed a great resource or two. To make sure you stay up to speed, we offer a roundup below: