Squares are hip
February 16, 2011 § 4 Comments
Individual civilians and their freedom and liberties are no longer at the top of the pyramid, having been replaced by a self serving political class using government functions and institutions to enlarge, entrench, and enrich itself.
Earmark abuse, favorable campaign finance laws, excessive political function benefits, bonuses and perks (through corporate contributions), bailing out banks, confiscating large amounts of public wealth and income via taxes and inflation, and a general low priority for the needs and desires of a country’s civilians.
An idea who’s time has come. It’s So Hip to Be Square. Here, There and Everywhere!
Technology enabling user generated webs
January 10, 2011 § Leave a comment
Things like “Web 1.0“, “Web 2.0” are evolutionary memes. Memes are almost always a “marketing hype”, but they tend to catch on if they capture enough of the zeitgeist.
The Web 2.0 concept moves internet users from a position of passenger to a position of participant.
And there has been and is lots of talk of web 3.0. What zeitgeist bit can that relate to?
The Weaver Birds 8 / 8 / 8
August 8, 2008 § Leave a comment
by the dyne.org hackers
This is our statement, celebrated on top of vulcanoes Etna and Merapi, 8 years amplifying in waves. distribute widely, as you like.
Printable version: http://dyne.org/first_dharma_dyne.pdf (291 KB)
Hackers spinning the Dharma wheel
How Diagramming Of Effects works?
March 27, 2007 § 3 Comments
A Diagram of Effects is a tool for reasoning about non-linear systems. The main difference with system roadmaps is that the emphasis is on the detection and further investigation of feedback loops. A “diagram of effects” makes it possible to discover cause and effect relations that are separated by time, and not immediately obvious. With these (re) cognitions we can find and communicate counter-intuitive, effective interventions.
Walking talk and talking walk
May 28, 2006 § 1 Comment
The power of leaders in creating values, context, culture and actions is often highly underestimated. And the effects on others and the organisation of screwing that up too.
Want to know how to “walk your talk” and “talk your walk” to enable healthy change towards increased professional production in your organisation?
Want to undo the power of complaints that you don’t walk your talk? Complaints that freely seem to be walking and talking in your halls and corridors?
If ideas and memes you (wish to) promote are congruent with your core values, the following actions will be quite easy for you to do
May 14, 2006 § 1 Comment
Can awareness bridge uncertain “quantum” natures of
… “a thing” …
with the more deterministic perspectives of consciousness?
Awareness and consciousness seem to readily get muddled in people’s minds. They do in mine. To unmuddle, we can perceive awareness existing at a core quantum level. In doing so, we do need the relations with the other two, consciousness and mind, in order to exist in congruence. Awareness seems to shape consciousness and mind in ways I don’t fully understand (yet)
Scratch that itch!
January 18, 2006 § Leave a comment
Many business people seem to believe that open source software is not “professional,” e.g. that it is more prone to fail than closed software. Take a trip into the past … read about reliability of open-source software in “The Cathedral and the Bazaar“.
The cathedral and the Bazaar paper was behind Netscape’s innovative decision to take its client software open source. It describes a bazaar style of software development strategy that depends on open source and leads to high reliability and quality
Time for IT Evolution
February 5, 2004 § Leave a comment
The evolution of sense is, in a sense, the evolution of nonsense. — Vladimir Nabokov
The development characteristics of traditional companies create a tight coupling of products and or services to company resources deployed in a series of multiple overlays; multiple managers and projects for each product or service and resource overlay; and organisational structures made up of groups performing similar functions.
Specific management departments have their own proprietary approach to company management and this creates multiple administrative domains with poor interoperability between them …