This week’s Cirrus post has links to:
Two posts from ReadWrite Enterprise (3 June) on collaboration:
News, then, begins to take on the architecture of the Internet itself: end-to-end. At one end are the witnesses sharing, at the other the readers reading and interacting, asking their own questions, having their own say, passing on and recommending what interests them. No need for a gatekeeper. No need for a distributor. No need for a central hub. No tolerance for controllers. The conversation is occurring on its own.
Gartners’ 5 Common Myths About Collaboration:
- The right tools will make us collaborative
- Collaboration is inherently a good thing
- Collaborating takes extra time
- People naturally will/will not collaborate
- People know instinctively how to collaborate
Nakia Pope’s paper on John Dewey (6 June)
The idea for this paper started with an image that is likely wholly imaginary but interesting nonetheless. It’s the late 1920s in New York City. John Dewey, after a busy day of teaching and working through the notes that will eventually become Individualism Old and New, leaves his office at Columbia University. Instead of turning south toward home, he turns north and east, into Harlem. He strolls for a bit, turns up 7th Ave., and stops in front of the Regent Theatre. He goes inside, takes off his coat, and catches the early showing of The Lights of New York. Fifty-seven minutes later, he leaves the Regent. He heads home, has a bite to eat with his daughter, but still feels restless. After dinner, he puts on his coat and hat and heads out again—this time to 51st and Broadway, where a bandleader named Fletcher Henderson is playing at a club called Roseland. Dewey stands in the back, bespectacled and moustached, and watches the people dance to this new music called jazz. Maybe he even has a drink . . . . I am not sure this ever happened, but it makes a compelling image, at least for someone…
LTAS (7 June)
Krossover (8 June)
Krossover, which went live in late 2010, is making inexpensive analytics tools available over the web for basketball and lacrosse coaches at small colleges and high schools. It also offers players a way to study their games and create video highlight reels to post on Facebook or other sites. In March, ESPN tested Krossover at its National High School Invitational, with an eye toward a possible partnership.
The Demand for Convenience (8 June)
Users are ultimately “satisficing,” which is defined by other researchers as “a judgment that the information is good enough to satisfy a need.” With information abundant, and time and attention scarce, there are many more opportunities and motivations for satisficing.
Between the 1920s and the 1960s, more than 130,000 children were forcibly taken from their families in the United Kingdom and shipped to other Commonwealth countries such as Australia, New Zealand and Canada under the Child Migrant Program.
Cowed by the Crowd (11 June) Jonah Lehrer in the Wall Street Journal
And yet, while the Web has enabled new forms of collective action, it has also enabled new kinds of collective stupidity. Groupthink is now more widespread, as we cope with the excess of available information by outsourcing our beliefs to celebrities, pundits and Facebook friends. Instead of thinking for ourselves, we simply cite what’s already been cited. We should be wary of such influences. The only way to preserve the wisdom of the crowd is to protect the independence of the individual.
Goldman and Rao (11 June) Allocation and Dynamic Efficiency in NBA Decision Making.
Abstract: This paper examines the optimality of the shooting decisions of National Basketball Association (NBA) players using a rich data set of shot outcomes. The decision to shoot is a complex problem that involves weighing the continuation value of the possession and the outside option of a teammate shooting. We model this as a dynamic mixed-strategy equilibrium. At each second of the shot clock, dynamic efficiency requires that marginal shot value exceeds the continuation value of the possession. Allocative efficiency is the additional requirement that at that “moment”, each player in the line-up has equal marginal efficiency. To apply our abstract model to the data we make assumptions about the distribution of potential shots. We first assume nothing about the opportunity distribution and establish a strict necessary condition for optimality. Adding distributional assumptions, we establish sufficient conditions for optimality. Our results show that the “cut threshold” declines monotonically with time remaining on the shot clock and is roughly in line with dynamic efficiency. Over-shooting is found to be rare, undershooting is frequently observed by elite players. We relate our work to the usage curve literature, showing that interior players face a generally steeper efficiency trade off when creating shots.
Everywhere learning (11 June)
What’s Your Workstyle? (11 June) (a Gist post from December 2010)
The New Workstyle blends the latest technologies and tools with our daily activities allowing us to accomplish more in both personal and professional endeavors, accelerate ideas of our own, and lead more productive lives. Unlike workflow which is defined by scripted and static process for everyone to follow, workstyle is unique to the individual who calls upon information, technology, and connections as needed.
1. Mobile – always on and aware.
2. Connected via hi-speed/broadband access – connected by a seriously big pipe. No dial up in the new workstyle.
3. Self-sufficient – have their own equipment which is often superior to what is provided by their employer or used in lieu of (computers, mobile device, printers, software, etc.). Demonstrate resiliency in their ability to navigate and thrive in an increasingly ambiguous workplace (and world).
4. Virtual – location independent with minimal impact on contribution. In fact, productivity is higher as the lines between work time and personal time blur along with designated work and personal locations.
5. Broad personal and professional on-line networks – meaningful connections across social networks like Twitter, Facebook, and LinkedIn that are not just collected and counted but leveraged and often engaged around questions or for advice.
6. Productive – not obsessed with productivity per se but owns the concept and applies it every day focusing on outcomes and accomplishments versus activities. Is always looking for tools and methods to improve an already productive daily pace.
7. Off-line driven – an important dimension of the new workstyle is both a consciousness and focus on off-line, person-to-person interactions facilitated by on-line tools and forums.
8. Balances work and personal lives – knits both work priorities and commitments with personal pursuits throughout the day (and night) combining flexibility with increased overall productivity and contribution to both.
9. Gives back – thinks beyond themselves to causes, community, or others less fortunate and uses their connections and resources to make significant contributions.
10. Intellectually curious – constantly seeks out new and betters ways to work by experimenting with new tools, listening to others, and critically examining the things they do and why they do them.
Axis Mundi (11 June) David Tracey’s discussion of spirituality.
Writing Lives (11 June)