We’re not evil, we’re just subverting education http://vimeo.com/72815459
Power has been an underdeveloped concept in the rhetoric surrounding the use of social intranets. Expressions like “liberation” and “enhanced collaboration” and “empowerment” are common in marketing, but is this really the case? How does power really work in the social intranet? Who is in control? What are the opportunities of this new model? What are the risks?
Using ideas developed by communications scholar Manuel Castells and his work Communication Power, this post introduces how we can understand network power inside of organizations and contemplate its effects.
The OrgOrgChart (Organic Organization Chart) project looks at the evolution of a company’s structure over time. A snapshot of the Autodesk organizational hierarchy was taken each day between May 2007 and June 2011, a span of 1498 days.
Each day the entire hierarchy of the company is constructed as a tree with each employee represented by a circle, and a line connecting each employee with his or her manager. Larger circles represent managers with more employees working under them. The tree is then laid out using a force-directed layout algorithm.
Irony is the most self-defensive mode, as it allows a person to dodge responsibility for his or her choices, aesthetic and otherwise. To live ironically is to hide in public. It is flagrantly indirect, a form of subterfuge, which means etymologically to “secretly flee” (subter + fuge). Somehow, directness has become unbearable to us.
The mapping arms data (MAD) visualization of small arms, light weapons and ammunition transfers was produced by Google as part of the Google Ideas INFO (Illicit Networks, Forces in Opposition) Summit with support from the Igarape Institute and data provided by the Peace Research Institute Oslo (PRIO) small arms database. The PRIO database contains more than 1 mllion records of exports and imports of small arms, light weapons and ammunition across 250 states and territories between 1992 and 2010.
The stratification begins with the badges. Every participant wears a badge on a lanyard. Every encounter begins with an unabashed glance or two down at the other’s badge. It is Davos Man’s defining gesture. So frequently did gazes slip to reëxamine my badge that I came to know what it must be like to have cleavage. The color of the badge denotes a role, and a degree of access. W.E.F. staff wear blue badges—dark blue for full time and light for temps. “Reporting Press” wear orange and can’t get in a lot of places. Entourages get mint green. The coveted pass is the white one, granting delegates free rein. There are variations: A Strategic Partner gets a blue dot and access to an exclusive lounge. A special hologram used to signal membership in an élite faction called the Informal Gathering of World Economic Leaders, or IGWEL, but now “serves boring logistical purposes,” according to Monck. I was given a white badge, which meant I’d been knighted a Media Leader. Media Leaders may trump Reporting Press (ha!), but they bow before the Media Governors (curses!), who get invited to the off-the-record sit-downs with Geithner and Merkel.
The cultural task I have in mind is meaning-making. I think this is the same task that babies undertake and early humans must have undertaken in clapping hands in imitation of one another, in pointing to something to direct attention to it, in intentionally clapping hands in synchrony with another person. These are the the radical cultural primitives, and language, drawing, writing, print, photography, and now computation are all ways of expanding our ability to clap, to point, to think together and synchronize our minds and our behaviors.
This reminds me of bad survey design decisions.
An experience map is a holistic view of all of the touchpoints or interactions people have with a brand. It enables you to determine a number of key factors:
Im Berliner Datenportal stellt das Land Berlin Datensätze der öffentlichen Verwaltung zur Verfügung. So soll Verwaltungsmitarbeitern, Bürgern, Unternehmen und Wissenschaftlern die Möglichkeit gegeben werden, über einen zentralen Einstiegspunkt auf Daten und Informationen der Berliner Verwaltung zuzugreifen und diese weiterzuverwenden, so dass durch neue Ideen sowie Kombination und Analyse neue Erkenntnisse aus den vorhandenen Daten gewonnen werden können.