iPadded textbooks are still textbooks, but they’re personalized textbooks. They take advantage of the emotional connection people, and especially young people, feel to their devices. They encourage, rather than frown on, active note-taking. They demand, rather than curtail, exploration. They create a kind of kaleidoscopic experience: video, text, audio, all whirring and whirling into each other in a self-guided tour of history or chemistry or biology. They invite students to create learning environments that, though standardized on one level, are, on another, uniquely theirs. And that changes everything.
Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing.
“You’ll learn how to combine social web data, analysis techniques, and visualization to help you find what you’ve been looking for in the social haystack, as well as useful information you didn’t know existed.”
The Age of the Platform demonstrates how the world of business today is vastly different from that of even ten years ago. Today, the most successful companies are operating under an entirely different business model-one predicated on collaboration, emerging technologies, externally driven innovation, different types of partnerships, and vibrant ecosystems.
In their 2007 bestseller, Wikinomics Don Tapscott and Anthony Williams showed the world how mass collaboration was changing the way businesses communicate, create value, and compete in the new global marketplace. Now, in the wake of the global financial crisis, the principles of wikinomics have become more powerful than ever.
This sweeping study of the history of innovation breaks out the seven patterns of innovation like “the slow hunch” and “serendipity.” It debunks the myth of the lone genius and presents the real-world dynamics and context that enable innovation. Johnson shows how understanding the roots of innovation can lead to our own creative breakthroughs.
By Tharon Howard
The thinking here [flatter organizational structure] is that it doesn’t matter where good ideas come from—if you empower all of your employees and all the members of a community with the same information and if members of a department also understand that they’re expected to share all the information that they have with you—then the best solution will evolve.
Knowledge isn’t static. That old saw that encourages people to “collect pearls of wisdom” is false because, unlike pearls, knowledge changes. Knowledge is a process; it’s something that is made, and consequently, communities and social networks aren’t about and shouldn’t be about collecting facts.
People tend to get siloed in and are inclined to communicate with others in the same silo rather than reaching across what Burt calls structural holes in a network. People tend not to talk across the gaps between silos and don’t discuss ideas with people in other silos.
The ability to see how something obvious in one field (such as bicycle chains) can be applied to a problem in another field (such as how to transfer power from an engine to a propeller) is often how new knowledge is created. Membership in multiple communities enables that.
The future, therefore, doesn’t lie in everybody being connected to everybody. I don’t agree with those who see us headed toward a single, flat, monolithic culture where we all share the same values and the same literacies and sense of purpose.
By Rawn Shah
The basis for high-performing individuals and groups now includes those who demonstrate social intelligence and find the best ways to incorporate the wisdom of crowds
Blogs and Wikipedia emphasize the role of individuals, their ambitions, preferences, competitive spirit, interactive behavior, personal characteristics, interests, and personal goals. In contrast, most organizations still try to manage themselves through centralized, hierarchical structures, forged in the days of ancient empires. This command-oriented structure emphasizes predictable and standardized processes to manage an operational environment, while deemphasizing individual expression and direction.
Culture, an integral part of social environments, can exist in obvious or professed levels, or can hide in the unspoken but shared behavior of members. It emerges as a confluence of shared ideology and values, behavior and rituals, imagery, and stories about the social group.
Researchers were able to demonstrate that the topology of the network has a strong relationship to their work performance…they found that just the size of a consultants network did not translate to increased performance.
Social computing facilitates new strategies that change how businesses can apply the collective efforts of many individuals to solve problems and contribute to the success of the organization. Understanding the dynamics of how these methods work is both a science and an art.
But like a chain of volcanoes all fed by the same pool of magma, the surface manifestations of group efforts seem quite separate, but the driving force of those eruptions is the same: the new ease of assembly.Information sharing produces shared awareness among the participants, and collaborative production relies on shared creation, but collective action creates shared responsibility, by tying the user’s identity to the identity of the group.It’s when a technology becomes normal, then ubiquitous, and finally so pervasive as to be invisible, that the really profound changes happenAll businesses are media businesses, because whatever else they do, all businesses rely on the managing of information for two audiences employees and the world.Revolution doesn’t happen when society adopts new technologies, it happens when society adopts new behaviors.
In the 90’s, collaboration was primarily about working with colleagues within the corporate firewall. Today, it often means working with people inside and outside the organization (in your value network) who have a wider spectrum of roles and relationships in this ecosystem that develops across and between organizations.Mary OHara Devereaux and Robert Johansen: Historically businesses have viewed diversity as a chronic problem that had to be minimized and managed. The new challenge of globalization represents an opportunity to take a radically different approach: one that embraces diversity in ways that allow business to grow and profit from the many dramatically different cultural qualities that characterize most of our communities and organizations.Multiple realities inform each other, fertilize, stimulate, and stir the cauldron of creativity. David La ChapelleA trend in the industry is moving toward contextual collaboration, where user access to collaboration features is integrated within the business process or application being used. This can improve rates of adoption, since the use of the collaboration technologies becomes seamlessly melded into the way people work.In order to work in the space effectively, People, Process, and Technology must all be addressed simultaneously
It does little good to make changes in the community if the organizational context will simply drive the community back to ineffective patternsToo often, a firm’s potential for innovation goes unrealized because it is unable to combine the ideas, energies, and skills of people working in disconnected pockets of the organization.A collaborative innovation network reaches beyond a firm’s boundaries; it taps into and connects talent regardless of where it dwells; it is diverse and often cross-disciplinary; and it builds relationships in which knowledge and discovery are shared so that learning is both fostered and accelerated.We tend to be comfortable with close connections to others who get it, or share our world view. The challenge is to reach out and remain connected to those whose views are very different. Often these are the relationships that push us to grow, develop, and be more effective leaders.One of the most important characteristics of high performers is their ability to generate energy and enthusiasm among those in their network.
People talk about racial and cultural diversity. Mental diversity can be just as important. we need individuals who celebrate different viewpointsIn the stream of innovation, many companies make the mistake of building dams instead of doing everything possible to increase the flow. But when the culture is devoted to searching for breakthrough ideas, it’s as if the river keeper has opened all the floodgates.we all benefit by periodically cleaning out our organizational and mental attic, seeing if our thinking and processes need some spring cleaning.Innovation and structure are like oil and water.So go ahead and color outside the lines, but try your best to stay on the same page.
Ideas never get made unless everyone makes it their business to do so
After all, consensus-driven teams run the risk of settling on what offends no one and satisfies no one.
Leadership is about instilling a genuine desire in the hearts and minds of pthers to take ownership of their work on a project. Only then can we act together, motivated by a shared purpose
We should be wary that “best practices” -the tries and true ways of doing things- often become conventional wisdom, and conventional wisdom is often wrong
Please take yourself and your creative pursuits seriously. Your ideas must be treated with respexct beacue their importance truly does extend beyond your own interests. Every living person benefits froma world that is enriched with ideas made whole ideas that are made to happen through passion, commitment, self-awareness and informed pursuit