Community and social computing
On the last two points that Davenport made in his book: to get commitment from a knowledge worker, it is important give freedom to experiment and work on ideas rather than to always dictate or direct them to work on specific things. Also, just as it is difficult to describe the job, it is also often hard to describe the knowledge output; for that matter, knowledge workers may not even seemto be in their best interest to share their knowledge.
The concern is that if you do not provide the correct supportive environment for your knowledge worker, they are quite likely to move to another organization that does (i.e., jump ship to a potential competitor who does offer the right environment).
This has direct relevance to a number of activities in IBM. For one, we now have Think Fridays. Basically, Fridays of every week should be freed up so that you have some peace of mind to consider, experiment, or talk about new ideas. Each person should apply that to their job as they see fit. I hear that 3M has something similar in that engineers should put aside 15% of their time to this kind of free-thinking.
For me, this tends to free up my regular weekday packed with phone calls with different groups, and sit back and think of the issues and changes to our project, or new ideas that have emerged. Others in our division use this time to experiment with new technology. C.J. and Peter on our team have even extended this to Think Friday-Build Saturday-Test Sunday, which I agree is certainly going beyond the call of duty, and very applaudable.
Now, consider Think Fridays on a different level across all IBMers. In particular, think of what people do in blogs and different community areas: discuss, digest, or produce new ideas. In fact, if youre an avid bloggers, you probably have Think-Mondays, Think-Tuesdays, etc., but in less than a full days time. Thus by blogging, as a knowledge worker, you are very likely and effectively using that free-thinking time.
So my advice to bloggers in IBM (and even beyond): Consider using a portion of your Friday to blog, because by blogging you are in effect implementing the spirit of Think Fridays.
Obviously, not all the ideas that you have are something you would want to discuss on a public blog. In that light, for IBMers we have an global intranet system called BlogCentral, which is a safe environment to discuss ideas with other IBMers. This quickly points to the necessity of having a blog system not just for an external audience but also one for a company-internal audience. Therefore, for knowledge workers within an organization, it is important to have an organization-wide blogging platform.
So for those looking for a business case for why you need a blogging system inside an organization, this is one good example. Blogs allow an expression of Think Fridays (or your organizations equivalent) which many companies think is an important aspect of encouraging, supporting and keeping happy their knowledge workers. I would generalize that to any number of other community tools, not just blogs.
Science fiction movies and TV shows have come a long way from simple puppets and men in ape suits. It even seems like the industry is starting to become nostalgic about those old movies (e.g., Spielberg's remake of War of the Worlds, and upcoming King Kong by Peter Jackson).
A friend of mine brought around a hilarious B-movie spoof called The Lost Skeleton of Cadavra (None Can Stand Its Mental Power!). It was complete schlock, with such classicly idiotic dialogue like "Yes, honey, I am a scientist and now I shall go do science." B-movie's typically have bad dialogue, cheesy plotlines and very cheap effects. (This one had an evil skeleton that walked around puppetlike which you could obviously recognize as left over from a medical school model).
Some B movies can still excel. To get away from the stigma of B movies, they are now sometimes called "independent films", although I'm not sure if that does it any good.
Ever since watching Clerks, a decade ago, I've found a whole new respect for these movies. Made on a budget of $27,000 I believe at a convenience store that the director actually worked at, it was the first independent film which I thought should have gotten an Oscar for best screenplay.
Take George Romero. Dawn of the Dead is still considered one of the best zombie (B) movies of all time. But it spawned a whole new generation of such movies from the Evil Dead series to the absolutely hilarious Shaun of the Dead. With his new release (that I have not yet seen) Land of the Dead, Romero was honored with an ovation at the pretigious Cannes film festival this year.
On US TV, the remake of the Battlestar Galactica series loses the idealistic, sophomoric drama, and heavy stock footage reuse from the late 1970s series, for a significantly more hard-hitting drama that poses the tough questions that sci-fi at its best tries to bring forward.
Like War of the Worlds, the Battlestar Galactica series has a non-human force that easily overwhelms the skills and ability of humanity. In this case, this force is the Cylon "race" of intelligent robots that humankind created to handle warfare. After many smaller wars, the Cylons retreat for years eventually returning with new self-designed models that are very humanlike. More significantly, they develop the notion that God has created them to replace humans with a more organized civilization.
These are the tough questions that the legends of sci-fi like Asimov, Niven, Wells, and others posed. Too often today, the sci-fi stories are simply covered up with cute relationship drama, and special effects (e.g., the new Star Wars series spent too much time on these elements rather than building a deep story).
Whether probing the classic futuristic themes or just providing entertainment, many of these same shows have developed a very healthy community of faithful followers. Some of them have even become some of the biggest brands in entertainment (e.g., Star Trek, Star Wars, etc.)
If you follow Douglas Atkin's theory as described in The Culting of Brands, many leading brands have similar features whether it is a company, an organization or a religion. These include ideas like:
Atkins' talks about how such activities exist in many leading organizations like JetBlue, Apple Computers, Harley Davidson and others.
Can you see any of Atkins' elements in movie and TV show fan followings?
- rawn[Read More]
I noticed Hutch Carpenter's (@bhc3) post about this proposed session in Enterprise 2.0 conference where he's talking about different forms of competition. I had to share this excerpt from chapter 4 on Social Tasks of my book on the different forms of working together on a social/collaborative task.
Another excerpt from :
Another excerpt fromSocial Networking for Business
"The next step of defining a social task is to consider how members perform this task collectively. Social software aggregates the behavior or content from many individuals into overall results or collections of results. However, you can use different methods to perform aggregation:
- Independent: Members work on the task separately, but the results are aggregated across all members. Their discrete actions and results might not be directly visible to others: the results are visible only as an converged aggregate value (for example, closed ballot voting).
- Autonomous: Members work on the task separately of each other, and their results are distinctly visible to other members as separate work. This creates opportunities in which members might benefit from information that multiple other members share. A collection of divergent results across the many members or a single convergent result (such as brainstorming on ideas) can occur.
- Consensus: A group of members works directly together on the task with the intent to deliver an overall collective result, even if it’s not unanimous or convergent. Tasks often require analysis, discussion, and debate to arrive at a collective answer. The ultimate goal is to converge and deliver a single collective result, but members might not always agree on one answer and there sometimes produce multiple options as results.
- Deliberative: A group of members works directly together without the intent or necessity of coming to a consensus on a single result. These are typically discussions or interactions that can spread out in many directions, depending on how subsets of members interact.
- Combative: Members must compete against each other to derive the best result from the group, denying other choices.[i] Unlike consensus forming, only a single answer is provided from all the choices the group generated.
Glass, Designing Your Reputation System in 10! Easy Steps, IA Summit
A discussion on community manager or builder's skills on Twitter incited me to post this list below. The following are various personality traits, behaviors and skills to look for in a Community manager or builder, straight out of my new book, Social Networking for Business (Wharton School Press 2010):
- Listening: A large part of a community manager’s role is being responsive to the members of the social group, noting their issues and tone, and having the patience and willingness to put things aside to pay careful attention to issues and problems.
- Talking: Writing or talking about their experiences, ideas, events, or other insight in a natural or casual tone helps users get to know the CMs better. This is not about marketing or making sales pitches, nor is it an extensive academic or official report.
- Taking notes: Good community managers are always taking notes, literally or mentally, and saving or organizing them in a retrievable fashion. In a conversation, they are listening carefully and taking notes on the key points the other person is trying to make. If CMs need to write something down, they can ask users for permission to take notes. With problem issues, CMs might perform the physical act of note taking, either with pen and paper or through tagging and writing online; mental notes often get lost or forgotten. The notes saved are helpful in other activities.
- Building relationships: Listening and talking sets a frame to build relationships with members. This is not just remembering the names of members, but also paying careful attention to their motivations, interests, activities, relationships, and other facets of their lives.
- Engaging in remote or virtual interactions: Being comfortable working in an environment in which you might never physically meet the users you work with is important. Online environments frequently do not require a physical office location, giving community managers the freedom to work from home or other venues. This also means having the responsibility to actually perform work in such a remote environment and to avoid distractions. However, this is not exclusive; knowing how to interact with members you have never met in face-to-face situations is also useful.
- Energizing members: A good community manager’s personality engages and energizes the people he or she talks to. These community managers like to shine the light on others’ activities and bring awareness to such activities they consider significant.
- Mediating: Within any social group, some degree of debate or argument eventually will arise. Community managers can play a role in mediating or arbitrating when things get rough. They don’t need to be the ones to find every solution: it’s better if the parties come up with a proposed solution: but they need to be open and seen as neutral.
- Voicing for the membership: Community managers might need to negotiate with other parties: whether competing for attention in the same organization or working with other sites, events, or groups: to bring attention to their own community or members. Community managers should be able to act as a voice for the overall group to the sponsoring organization or to other groups.
- Finding a way: CMs must handle a variety of issues—some I see occurring repeatedly, and others are fairly unique. Community managers need to have a drive to find a way to solve problems. This means persistence, intelligence, creativity, social awareness, and more. No template exists for this role—it requires an instinctual nature of wanting to help people.
rawn 100000R0P5 Tags:  social-computing scalability population social-software blueiq e20 size 1 Comment 7,314 Views
On returning from the recent Enterprise 2.0 Conference in Boston, I had time to reflect on the scaling issues that come up in social software adoption across an enterprise. In watching Gentry Underwood's excellent presentation on how they designed the social computing environment in IDEO, I tweeted to him that new issues start to pop up when you move from an enterprise social environment for 500 people to 200,000--or in IBM, nearly 400,000 people in 170 countries. This is not a bragging point, rather a one of frustration.
There certainly are other large or technological-oriented companies deploying social environments, but from my experience in hearing from others, no one has hit some of the scale issues that we have in IBM. Obviously we are talking about an enterprise's deployment rather than a social site like Facebook; they're very different issues for each.
For one, while employee profiles and directories are starting to become commonplace in other enterprises, we have had one for well over a decade in one form or another. We've already gone through the issues and practices others have found: (a) include everyone; (b) prepopulate with relevant contact, work info, projects, etc; (c) popularize it as the place to look up data; (d) integrate into or make it THE basis for contact info for other existing internal and extranet Web apps; (e) invite partners,contractors and suppliers; (f) tie to enterprise-wide LDAP and single-sign on; (g) integrate into common work processes and behaviors. In fact, the last I looked, we had nearly 600,000 profiles in our Bluepages (including employees, supplementals, contractors, bots, some partners and suppliers).
While the Bluepages system certianly popular, it is but one of several dozen commonly used social software tools, some of which in themselves have hundreds of thousands of unique users. We have thousands of smaller communities and wikis some of which have tens of thousands of members. The multiple tools comes out of our laissez-faire attitude to allow many software ideas to emerge, and through our user base test and advocate the best ideas.
The population size of this system isn't quite the issue, but I put some thought into what enterprise 2.0 deployment issues might appear with scale and came up with the following chart. I hope this can help other maturing e2.0 environments consider some of the issues they may be coming up agains
A. distribution of people across time zones
B. distribution of people across cultures / countries
C. distribution of people across physical locations
D. distribution of people across job categories or dissimilar job roles
E. projects people work on are very different in nature
F. distribution across access devices (desktops, laptops, mobile)
G. many separate (non-integrated) social tools, or different interfaces
H. many separate databases as information sources
I. many separate or isolated social instances
J. number/reach of boundary-spanners
PS: Thanks dW folks for migrating my blog over!
I've finally had a chance to read Malcolm Gladwell's book Outliers today. As with his previous books, he tends to border on sensationalism focuses on events which may possibly be rare outcomes but wrapping it in a story. The impact here is that he is a great storyteller, but his stories may not necessarily be correct. I can't substantiate that irrefutably but I don't need to.
For example, one chapter focuses on birthdate year as an influential factor describing a host of folks in the computer industry who have gone on to be hugely successful. But at first depoints out that SOME of these folks may have had a series of lucky breaks (e.g. Bill Gates) that gave them an advantage, most not related to their age but to their connections. Then with some quick wave of the hand, he points back to the birthdate year being the summary of the chapter. Okay, what happened there?
Patterns may exist (same location, same birthdate, etc.) but it is a combination of these factors that contribute to success. For that matter, it doesn't qualify if one particular of these factors is a bigger contributor.
He's still a great storyteller and uncovers unusual tales, but from what he has in his books alone, it's hard to tell if what he describes is really is true, or just makes for interesting entertainment. That aside, he has still achieved business star status which can direct people to think that way.
You may be familiar with Wordle, a nice little Web2.0 tool by our own Jonathon Feinberg that creates word art images like this below. You've probably seen wordles like this appear recent (e.g. Tim O'Reilly's Web 2.0 paper)
(Source: Wordle.net - Pride and Prejudice first chapter)
Here's a game we started playing with it similar to other word games like "Cr*nium".
We had lots of fun with the Pride and Prejudice wordle, and not the phrases you think would appear out of Jane Austen (e.g., "girls better consent", "young delighted experience lady", "insufficient flatter heard")
I have no idea if this is an original game by itself but I'll set out the rules we're using and you can try and tell me.
The goal of the game is to see how many meaningful phrases you can make out of words that appear next to or very near each other in a wordle.
You need: 2 or more players. Paper and pen/pencil per person. Web access to wordle.net
So I broke down and created a Manga face of myself. (Manga's are Japanese graphic novels, some for kids, some for grown-ups). This is a recent fad on Twitter, but cute nonetheless. The FaceyourManga site offers a Flash tool to choose many different factors that you can choose from to create your particular manga.
Here's mine below:
What's the point? You can use this as a profile photo whenever a social site calls for it.
(As part of becoming manga-ized, you turn 12 again, whee! :)
What I found amusing was my wife's reaction when she saw the photo: "Why do you look so angry?"
Sarah: "You're not similing."
Me: "But I am. I just did not pick the wide-mouthed grinning smile."
Sarah: "You look mad. Must be an Asian thing of not showing your teeth. "
Well that's an American view I guess. It seems a cultural interpretation that unless you smile, almost grin wide-mouthed, you're not happy. I'm just here to state that that's not true at all.
Oh well, I'll stay true to myself and stick with this manga face. It's an I-know-a-secret-smile.
I read Jonathan Trenn's recent posts on the fallacy of community (and more on it) which seems to argue the concept of community but combine a number of different elements together: culture (mostly), governance, and structure. T
It seems we often argue about "what is community" quite frequently but the arguments are on different levels because they argue on different elements. Some arguments are on structure: Are blogs, delicious, wikis, yahoo/google answers, or discussion forums all communities even though they are structurally different? Some are on how people work in those communities and governance: only I run my blog, vs many people editing a wiki? It's not just a matter of access but rules of how people work together in those governance scenarios. The most difficult to differentiate is culture which comprises unique elements like ideology, social norms, acceptable behvaior, etc. for each instance. On a cultural level, is a blog where only one person talks but others can comment, still a community or just a following? Does it matter?
My previous post showing my list of different modesl for social experiences focuses just on the structural component. I have other models for governance (but not yet for culture). These look at the different ways social sites/experiences are structured from the owner's point of view. They can map to multiple types of social tools (e.g., a defined group can be a forum, chatroom, Q&A system, etc.) Some social tools can be used in multiple ways to map to different experience models (e.g., a wiki can be an Individual, Social network, Defined-Group or even a Community experience).
I added a social network as a separate model from the Individual expereince (since that last post). The definition here is the specific network connected directly to a single individual through bidirectional agreement (both shake hands to be friends), or by inbound agreement (people following you). For one it is certainly beyond the scope of a Personal experience. It isn't quite a group experience because each person's social network may be different. In the group models (defined group, community, mass collaboration) there isn't a definite "center of the universe" as there is in the Personal, Individual or Social network experience. There can be centers of mass around key influencers in those group models, even leaders but groups aren't necessarily only about a single individual. They can be (e.g., fans around a celebrity), but this is always the case.
Here's my table of different qualities of each model:
I think most of the qualities are self-explanatory. Relationship engagement focuses on the key type of relationship the social experience enables: to who or with what a visiting user becomes engaged. Loyalty here is a summary description of what causes a person to stay loyal to the experience.
I'm begining to think I need to switch places of Social Network and Individual; there's possibly a relative scale in there, although not necessarily in terms of size, but in terms of radiance from the person, or how well one knows all the members of the population in each experience. There's also an aesthetic separation of three individual-focused experiences on the left, and three group focused experiences on the right, but that's coincidental. After all more models may upset this in the future.
I'm trying to determine what would be the best way of describing the following concept:
- a recurring or common scenario of how people gather together in any size of population from small pairings to very huge communities
- who can post, provide input
- who can see/use/take the output
- how long it exists, who determines that
I simplified the factors above but it gives a general idea. Some examples are: a person's social network, a group activity, an instant messaging session, a long-term community, a mass collaboration like Digg, etc.
I started thinking about it as a social perspective or how people see it in a visual sense. We've also been talking about it in terms of social context which separates out the visual element and away from a focus on a beneficiary group, towards an abstract notion.
My thought is that there are a limited number of well known types of social contexts/perspectives that I've seen repeatedly across many sites. However, people don't necessarily know which one they are because they don't know the general idea versus specific examples (like how I listed Digg above). Once you can tell which social context/perspective your site has, or even multiple ones, you can then go on towards explaining what the other elements of it are.
Which do you think makes more sense or rings better to you?
With the school semester back in session, I now have three battodo (swordfighting) classes a week, two of which I have to teach. They basically span all levels now. There's the regular class that my sensei--who has recently been promoted to shihan (master) after 25 or more years practicing and teaching hundreds of students (possibly over a thousand) in a number of different martial arts--on Saturday's at our headquarter dojo that I attend primarily for practice. It's students of all skill levels but all adult. On Friday's I have the class at the Univ of Arizona for college students. Finally, there's a middle-school/high-school level class to teach, full of students from 12 to 17 years of age and of many ranks.
The college class is really more a club and it just started again this Friday, with the addition of three new students. We're lucky in that the university has a very good recreational/sports center with plenty of rooms (with beautiful polished wood floors). We currently use the racketball courts since they are the easiest to reserve ahead of time, but my sempais (senior students) are looking to getting one of the larger rooms which also have the padded mats to work on.
The mats are great but I was surprised just how much they cost (up to $500 for a 5' x 10' section). They're also kinda heavy and not easy to move around, so it's best to have them available in one room permanently. We can use the mats for doing rolls, and kneeling work.
The high-school class has yet to start but I have been the assistant teacher for several years, and each semester we get about ten to twenty students. Some of the students have been with us for years. In fact, two of my college students spent 4 years or more learning at the high-school level and eventually became black belts before they even started college. There is another batch which are nearly approaching that level as well.
What I've seen over the years is that most people either really like the sport, or they give it a shot for a few weeks and then quit. The ones that practice for a long time but leave are usually adults with busy lives. The high-school class certainly helps capture their interest at a young age, which is when they are most able to grow mentally and physically into the sport. We've had many an aimless and largely distracted individual that finds their focus through the practice.
We're also going to return to cutting targets on a bi-weekly basis on the weekends outside of the class which is the real fun part. It takes some time of practice to get to that level but it's something that is in the reach of most people. The cutting practice however, takes several hours of time even for a small group of a dozen people, especially when most of them don't have their own swords and have to share the class one. After years of use and without sharpening my primary katana is getting pretty dull. I need to work on it, or send it for sharpening (which is almost as costly as buying a new starter cutting sword).
For me, three times a week will certainly help me get back in shape, although I have to make sure I practice as well as teach. It's not easy to do a hard and fast sport, while talking and teaching simultaneously. Even when you build up stamina and breathing pace, to get real practice you have to push beyond your own limits.
The sudden charge of Apple stock over the past two days due to rumor--yes, it's definitely rumor not fact--about the coming of a iPhone Nano, so soon after the recent iPhone launch is a quick study in swarm intelligence. As the Business2 blog indicates, this is an example of rumor going wild and spreading quickly.
Swarm intelligence, if you haven't heard of it, describes how very simple behaviors can amount to "smart" decision-making through the work of a swarm of individuals. This theory started originally in the study of how swarms of insects, birds, fish and other animals seem to make intelligent decisions with relatively simple brains. For example, how a school of fish know to move rapidly away in a direction of a predator seemingly all at once, or how ants know when it is time to rebuild their nest or send our foraging parties. Each creature is programmed with a few very basic rules of how to function: e.g. if one or more of my neighbors is suddenly turning and moving rapidly in a new direction, I should be too. They count on individual actions, and the propagation of reaction through the swarm.
Swarm intelligence is a form of collective intelligence, but when it hits humans, the complexity grows because of our seemingly greater decision making abilities. Collective intelligence is part of the spark of interest in the social networking side of Web 2.0. Swarm behavior exists in humans at a basic level, but we call it by a variety of other things like herd-instinct, mob behavior, market trends, crowd movement, flow, etc. There is a lot we can learn from this in SN: how folksonomies grow and change, how decision making happens in online groups, what causes idea propagation, etc.
In the iPhone Nano case, I can see several basic elements: recent excited activity, seed idea, association with recent activity, trusted parties doing research, publishing/syndication, amplification, individual and market reaction.
This trend is well known by successful spindoctors and public relations organizations, and there is a whole industry of job roles behind it. Again, it sounds Machiavellian and controlling, but it really is how information flows.
In terms of social networks, we need greater understanding of what actually works in an online social environment, which is a different setting and may have different behaviors than live groups of folks.
I was discussing with my enlightened other about fiction versus non-fiction books in particular business books versus fiction stories. The argument is that non-ficiton books have to be filled with facts to be of use, versus fiction which has to be entertaining. This means that fiction books take much more work to create because you have to think out a lot more of the plot in detail while a business book usually has a point and what you need is a proper series of facts to lead there. I beg to differ in that I feel that most business or technical books tend to achieve the "lower levels" of fact-filling but that doesn't necessarily make them a "good" or interesting book. The interesting ones are those that not only get the facts right but also have to tell a story in an interesting and appealing manner. To that regard, "good" non-fiction books of the like are in my view harder to do. The writer is hampered by details of facts, figures and sequence of events, which are, truth be told, sometimes as gripping as glossy paper covers the books come in.
Unfortunatley, I think this is lost among many business writers. I can consume probably about a 300-page business book in a week or less if it is really interesting, or a month if it not so, or even never if I find it just downright appalling. It seems like writing style is becoming even more significant these days with blogs, forms, and other social software. I'm not sure if anyone is teaching that beyond the do's an don'ts but I suspect is probably a new form of being an English major (not something I really know about).
That being said, I started working on my next book last week--I tend to have a "next" book in the works every other year--and already have about 55 pages in about 4 days; that's about 15% of the total page count that I feel a decent book should be. Now some people look at that as a sign of productivity, but I beg to caution folks that it matters more how useful that is versus how long it is. I'll probably end up with 2-3x the amount of pages than what I'll actually use.
Is there a point? Maybe what they say is true: more is not always better; better is always better.
After about 4-5 hours of sleep the previous night, I was still in reasonable shape to do my presentation at the 3rd Developer Relations Conference hosted by Evans Data Corp. This is a gathering of the folks who run developer programs at different technology companies, with speakers from Sun, Nokia, BEA Systems, Eclipse, Motorola, Yahoo!, HP Software, Intel, Borland, AMD, and many more (and of course ourselves from IBM). It seems an anachronism to have an event where all these companies that are competing for many of the same developers to share knowledge but I think it opens minds and views all the same.
My presentation was Extending your developer network with Web 2.0 communities, discussing what you need to know about communities to pick the right kind of Web 2.0 tools for yours. For all the organizations that may go headlong into setting up blogs, wikis, etc., and even multiple competing instances, without really understanding the communities they are trying to create, I hope this talk gives provides some food for thought. (The powerpoint works best in slideshow mode: F5).
I attended a few of the other sessions but the one I found refreshing was Chad Dickerson's talk about Hack Day at Yahoo! Chad's a Sr Director at Yahoo and responsible for organizing the internal Hack Days, and more importantly, the external Hack Day last June. I had missed this event entirely (busy with my then-8-month pregnant wife). They essentially opened up the Yahoo campus to 400 developers from all over who agreed to come and spend 24 hours developing new projects and mashups using Yahoo's many APIs. The format was what intrigued me:
It's interesting to see the evolution of reward mechanisms in MMORPGs. In multiplayer situations, it is often difficult to tell who completes a task when there are a number of steps involved. For example, in a raid on WoW against a single monster, who gets recognition for the kill when it takes 40-80 people working as a team to kill that beast? It's defined now in WoW but this same problem existed all the way back to the days of text MUDs.
In the first generation, essentially there was no thought involved in this. Whoever made the killing blow got the points for the kill. Very primitive and the cause of many an argument. The next few improvements--it came in several different ways--was to add a list on the create being attacked where it kept track of who the attackers were and distribute the points based on how many points of damage each person made on the creature, so the distribution of experience points for the kill was more even. WoW provides a newer version of this whereby each person engaged in the raid gets dollars per kill, which once the creature was dead, they could spend to buy the reward items.
However, this still raises a problem when there are items that several people want to share from the common pool of rewards. In the people-administrative way, the guild--there's usually a guild involved--makes a decision on who gets what. This is where it breaks down again: what happens when there is an item so unique that the top contendors or leaders will argue for it. As my friend Eric described, that is the death knell of many a guild.
If you think this is a situation limited to MMORPGs and games, you're mistaken. This same situation exists when you have a community that is working for a shared goal, and there is some reward that needs to be distributed across the membership. In team scenarios in corporate environment, that is not very different than negotiations for annual bonuses. The differentiating factor is that in MMORPGs as in other communities, the group of people are not part of a single formal organization with defined managers and advocates. Instead it is up to each person to argue their own case. In other words, it is even more difficult in communities.
I don't have any answer here, but it is important to recognize that the situations are similar here, and compare what methods of distribution or approaches people take.
I've finally had a chance to look at Many Eyes, a new project from the CUE lab in IBM. The service itself is running and you can try out the application on alphaWorks Services. Think of it as a charting and data visualization tool, similar conceptually to the chart tool in Excel, but much richer and available as an online application. The types of visualizations include: World & US maps, Line graphs, Stack graphs, Bar charts, Block histograms, Bubble charts, Scatterplot, Network diagrams, Pie chart, Treemaps, and more.
The Network diagrams example below is conceptually similar to CNet's The Big Picture portlet (provided by Liveplasma) on this example page. You create a spreadsheet of names or topics and list the relationshps between each entry, typically in a big matrix. CNet also does Treemaps under What's Hot.
I posted an example of a network diagram from Many Eyes below. This is only a thumbnail to go to the actual tool itself, but its a start. I really wish I could embed the actual applet in here somehow.
I've been looking into ways of staying mobile with less the burdens of hercules upon my back, a.k.a. my ThinkPad. I use the laptop often enough that I carry two 9-cell batteries plus a drive bay battery which I can drain in a single day. I don't like carrying the power connector because that is rarely possible to use where I go.
So the search has been around a smaller or lighter form factor that can still do all my work. As with the dreams of any child, I want it all: powerful enough to run ten applications, high-speed network access, usable keyboard and mouse/trackpoint, a good docking solution at my desktop, long running and replaceable batteries, and decent graphics/video quality.
I've been looking at the new category of Ultra-Mobile PCs (UMPCs), a smaller form factor for PCs that still run a full desktop system. These tend to be be about the size of a thick paperback book and range around 2 pounds. The screens are small by even the ultralight laptop category, but the idea is not for many hours of laptop use. Most of my research was easily facilitated by Dynamism.com, which sells any of these models and other mobile devices.
(Image: courtesy Sony.com)
The only one I have seen first hand is the Sony UX series,which are quite decent with a good video screen, which, from this imagefrom the Sony site. is certainly bigger than their PSP (probably 50-75%more screen at 4.5inches) yet still usable in two hand mode. Thekeyboard is below the slide out screen, with chiclet-like keys. It onlyhas Wifi/WLAN, and no WWAN options, a 1.2GHz Centrino processor. Thelarge capacity battery claims up to 9.5 hrs of life. It even has not one but two video cameras (0.5MP and 1.3MP).
The first new one I've read about is the Samsung Q1 just recently released which is a tablet UMPC only and requires a separate USB keyboard. There's a virtual keyboard. The larger 7" screen belies the fact that there is only a 900MHz Celeron M or a 1 GHz Pentium M in it and the graphics rez is lower.
(Image: courtesy Dynamism.com)
The real winner in my book is the newly announced OQO 02, from a relatively unknown company but a system that is relatively more powerful than the others. The 5" screen is partway between the two others, and while the screen rez is 800x480 (with zoom/pan up to 1200x720), what's really interesting is that it can output up to 1920x1200 over and external HDMI/DVI connection, even . This is awesome for a desktop replacement. The 1.5 GHz VIA C7M is a cpu I'm not familiar with but I'm guessing it is a variant on the Celeron. Like the others it can have 1GB of RAM but no separate video RAM. Max battery claim is 6hrs, which is good enough. Best of all it has an optional WWAN using Sprint's mobile broadband EVDO Rev A service, meaning access anywhere on the Sprint EVDO network (with the right unlimited plan of course at around $60) at 400-700Kbps. Of course, there's still Wifi and Ethernet too.
(Image: courtesy Dynamism.com)
I think the OQO trumps the others, but they are all fairly good. I don't know how useful the small keypads but I have managed to write an entire article over my Treo before. The question is if it is still practical on more regular mobile use: lots of email, make powerpoints, lots of reading (on the small screen); or would I still need a full USB keyboard to go with it, just to make it less burdensome.
The price for any of these is not cheap: ranging around $2k. For that price, I could get a well set up lightweight convertible/tablet PC with a larger 12" screen. This makes me wonder if the form factor is really that much of a saver. I certainly can't put it in my pants pocket, although a larger jacket pocket may work. I don't fly significantly but when I do travel for work, I do tend to have the laptop out (2+ hr flights); which is a real pain. What is heavy these days is carrying about 12lbs of laptop gear (at minimum) plus additional dead-tree material of 1-5 lbs, almost every other day, and walking a lot. (The walking is good exercise but carrying a heavy laptop bag is not for me or my back.)
Sometimes I wish I'd stuck to my old job as an independent product reviewer and writer, with the bennys of getting to take one of these for a spin (and getting paid for it). Oh well...
According to a recent New York Times article, Tim Berners-Lee is partnering with MIT and the Univ of Southampton (UK) to launch their Web Science Research Initiative. I don't have much more information than that but it sounds like a graduate level research space into a more modern version of social networking analysis. The key people are Berners-Lee, Wendy Hall (head of School of Electronics and CS at U of Southampton), Nigel Shadbot (prof of AI, Univ of Southampton), and Daniel Weitzner (principal research scientist at MIT).
Quote from the release:
Commenting on the new initiative, Tim Berners-Lee, inventor of theWorld Wide Web and a founding director of WSRI, said, "As the webcelebrates its first decade of widespread use, we still knowsurprisingly little about how it evolved, and we have only scratchedthe surface of what could be realized with deeper scientificinvestigation into its design, operation and impact on society.
"The Web Science Research Initiative will allow researchers to take theweb seriously as an object of scientific inquiry, with the goal ofhelping to foster the web's growth and fulfill its great potential as apowerful tool for humanity."
I'm pretty sure the web is already an object of serious scientific and even commercial inquiry, but more effort is always a good thing. In comparison, our undergraduate UAMIS class seems much less conceptual. I'm sure those ideas will eventually trickle down to us too. Social network analysis is a complex enough task, and not a simple topic; i.e., it'd need a full-blown semester to teach.
We talked about crowdsourcing as a particular community use-case. It definitely counts as a use-case because of the use of multiple community services, tools and need for potential CMs.
(I looked up Wikipedia but there's no entry right now, so perhaps I'll have to add one)
The concept itself is far from new but the delivery is. The core idea is that you pick a topic, invite a crowd to discuss or brainstorm on it, pick top ideas, let people vote on it. The way it's being applied in online communities is interesting. Take a look at a recent Businessweek story on this (and an earlier one from July).
The following is from our slide on this item that draws some from this:
There are plenty of other examples I'm sure that I left out.
I'm back from family leave. The baby and mom and doing great, and we have no end of pictures. We've even started a site on Kodakgallery.com just for the family and friends. It's a much simpler way of selectively sharing a large number of photos with a group of people, although not quite an open social site. It's more of a private portal per owner. I think this used to be Ofoto before Kodak reopened it under their brand name. Unlike Flickr, it doesn't openly share pictures with everyone, but each site has its use. In fact, the better way would be to have both visibilities (public and private) through proper access control mechanisms, and let the owner figure out what they'd like to share.
Anyway, I found this article on Tom's Networking on building a Bluetooth sniper rifle, where you can scan open bluetooth devices from hundreds even thousands of feet away, all built from common parts for a few hundred dollars. So, if you have bluetooth cell or laptop, please make sure you try to keep it secure.