Member 2604
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Contributor to projects:
The Total Library
Yokohama, JP
Immortal since Apr 23, 2010
Uplinks: 0, Generation 4

Emergent day to you. 2010-04-22 is my knowmad birthday. Think I understood the word. More to emerge.
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    The human species is rapidly and indisputably moving towards the technological singularity. The cadence of the flow of information and innovation in...

    The Total Library
    Text that redefines...
    Now playing SpaceCollective
    Where forward thinking terrestrials share ideas and information about the state of the species, their planet and the universe, living the lives of science fiction. Introduction
    Featuring Powers of Ten by Charles and Ray Eames, based on an idea by Kees Boeke.

    Epistle to the Ecotopians
    By Ernest Callenbach

    [This document was found on the computer of Ecotopia author Ernest Callenbach (1929-2012) after his death.]

    To all brothers and sisters who hold the dream in their hearts of a future world in which humans and all other beings live in harmony and mutual support — a world of sustainability, stability, and confidence. A world something like the one I described, so long ago, in Ecotopia and Ecotopia Emerging.

    As I survey my life, which is coming near its end, I want to set down a few thoughts that might be useful to those coming after. It will soon be time for me to give back to Gaia the nutrients that I have used during a long, busy, and happy life. I am not bitter or resentful at the approaching end; I have been one of the extraordinarily lucky ones. So it behooves me here to gather together some thoughts and attitudes that may prove useful in the dark times we are facing: a century or more of exceedingly difficult times.

    How will those who survive manage it? What can we teach our friends, our children, our communities? Although we may not be capable of changing history, how can we equip ourselves to survive it?

    I contemplate these questions in the full consciousness of my own mortality. Being offered an actual number of likely months to live, even though the estimate is uncertain, mightily focuses the mind. On personal things, of course, on loved ones and even loved things, but also on the Big Picture.

    But let us begin with last things first, for a change. The analysis will come later, for those who wish it.

    More, much more...
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    Digital animation by Candas Sisman, courtesy of Plato Art Space.

    click image for link to video page 
    Sat, May 5, 2012  Permanent link
    Categories: art, animation, video
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    Jon Rappoport writes:

    I rerun this Starfield article every so often, just to push the wheel another turn. Each time I try to write a new introduction. Here is one.

    After working as a reporter for 30 years, I've come to understand a few things about public reaction to the truth. People like to say they're enlightened. They like to say they've seen through the major propaganda operations that are launched and are spinning all around us. But when you bulldoze a hole in a part of the Matrix where certain subjects are engraved on stone pillars, and when those subjects are firmly entrenched in the public mind as foundations of Reality, the usual response is silent shock.

    Even when people are able to accept the truth, they tend toward silence. They don't pass the truth on.

    Retired propaganda master, Ellis Medavoy, whom I interview in THE MATRIX REVEALED, once explained it to me this way:

    "You've taken them out of a state of hypnosis, a state of trance, but the truth you're giving them puts them in another trance. In that part of their mind where they've been asleep for so long, they're used to that narcosis. So even though they see truth now, they respond with new sleep. It's not really an awakening at all. It's as if they've walked out of one war zone into another, dazed."

    Ellis describes perfectly what happens to many people when they see the truth of medical murder in the US. It particularly happens because there is no logical way to understand it, given the expectations people have about what murder is, what murder means.

    And there's another problem. As you'll see, the figures on medically caused death in America I'm citing come from an author with absolutely impeccable mainstream credentials. The review she wrote was published in one of the most prestigious medical journals in the world. It was all "on the up and up."

    That's precisely why I use her figures, rather than those compiled by outsiders, who, by the way, probably have better numbers that are even more chilling.

    I've had people stare blankly at me after a discussion of the interview below and say, outright, "This is impossible. It can't be true. You see, if a really respected doctor is making these claims, and if her review is published in a prestigious journal, then mainstream doctors and medical schools and government would have to react. They would have to clean house."

    But they don't.

    And that is called a clue. We are talking about something similar to the experience of the German people during the rise of Hitler. They went along. They told themselves stories to make it all right. They used the familiar tricks of denial.

    This is what makes the Matrix the Matrix.


    Image source not related to quoted article, except by posting here.
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    Daniel Mezick's new book due out soon. He was so kind to share a preview, from which I quote.

    Everything is changing, and changing more rapidly than ever before.
    The rate of this change is increasing like never before.
    In 1978, Chris Argyris & Donald Schön published Organizational Learning.
    In 1990, Peter Senge published The Fifth Discipline.
    In 2001, a tribe of pioneering people in software wrote The Agile Manifesto.
    In 2008, Dave Logan, John King, and Halee Fischer-Wright wrote Tribal Leadership.
    The Culture Game, first published in 2012, builds on the shoulders of these giants.
    The Culture Game is a how-to manual containing specific practices and principles for increasing group learning inside tribes, groups of about 20 to 150 people. It is a concise how-to manual of sixteen essential learning practices that you can use right now to encourage a greater ability to respond to change inside your teams, inside your personal network, and within your entire organization.
    What is next is up to you.

    Ok, as I have not read much of the book yet, let me skip close to the end and see if there is some value for Polytopia. Intuition at work...

    Here is one for meetings, (preview page 44)

    Working agreements are exactly that - agreements. Establish working agreements by discussing the following when every meeting starts:
    Core working agreements. Are there any previously established, core working agreements we are no longer honoring? See below for a description of how to develop core working agreements. These are the default for each meeting with this group of people. Discuss any amendments.
    Who must leave. Discuss who in the room must exit before the meeting ends.
    Start and stop time. Explicitly state these times.
    Cell phone usage. Use of cell phones during meetings reduces engagement. Discuss acceptable cell phone use during this meeting.
    Use of laptops. Use of laptops during meetings dramatically reduces engagement. Discuss acceptable laptop use (if any) for this meeting.
    Breaks. After 45 minutes, people tend to “check out” as their focus drops. Provide a break of 7 to 12 minutes for every 45 to 50 minutes of sit-down meeting time.
    Punctuality. Discuss the end-of-break boundary. Consider agreeing that the instant that the door closes, the agreed-upon break is over.
    One conversation. Try to establish the rule that when one person talks, everyone else must listen. Discuss prohibition of side conversations and over-talking.
    Anything else. Ask the group if there is anything else that makes sense to agree to, before we start.
    Write down the understandings on a white board or flip chart paper on the wall. Make these agreements very visible.

    Ah, this synapses with two recent findings in my universe:

    1. The Modern Meeting Standard as a framework from a quick'n'easy how-to book

    2. What I heard about effects of attention span from a trainer for automotive service technicians. Qualification tests pass rate after a day of 90-minute sessions around 40%, after a day of 45-minute sessions usually above 70%.
    Sat, Feb 18, 2012  Permanent link
    Categories: learning, collaboration, agile, scrum, organization
    Sent to project: Polytopia
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    A meme
    to meditate about
    what it means
    to be in a tribe,
    to lead, to follow, or
    to get out of the way.

    Embrace the we among us.

    Let them thrive.

    By choice, you are part of the we.

    And if not you,

    someone is.

    Making you part of us.

    Click image to download Tribes Q&A, free ebook (pdf, 1.4MB)


    Wed, Jan 18, 2012  Permanent link
    Categories: collective intelligence, polytopia, knowmad, tribe
    Sent to project: Polytopia
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    The Future of Occupy project is neither about predicting nor advising the future of the movement. No one can predict or advise the emergent qualities of a living system. What we do want to do is provide a useful service to Occupy, by curating the news and views related to its identity and strategy scattered in the Occupy media and on websites sympathizing with the movement.

    You can read the heading of this section both as:

    “Occupy Movement” Sense-making, and/or Occupy Movement Sense-making.

    As we read it the second way, we see the movement itself consciously engaging with the process of sensing and making meaning out of what is emerging in the world as a result of its actions.

    How could that happen? One of the possible ways was identified by a commenter on The Future of the Occupy Movement, by Jules Lobel:

    1. OWS needs to develop a video and documentary record/ library of all major debates/decisions and its most valued (if not all) productions coming from Occupied encampments… This record/library needs protection from devilish manipulation/distortion so it should be periodically sent out (CD?) to trustworthy places/people all around the world far safe-keeping and then updated versions likewise.

    2. A humble think-tank like mechanism needs to be established/organized that will analyze this OWS library (#1) and produce more literature and actionable material (specific democratic processes, rules and procedures, dynamic manuals, etc.).

    3. Link #s 1 and 2 above with universities, movements, organizations, NGOs, etc. which are investigated and perceived as good partners in building a better future.

    4. Request contributions in material from heretofore fair players in distribution, like Truthout.

    5. Expand the discussion on the nature and the future of OWS in our minds…

    Quoted from and more at:
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    ... our children can only do as bad as we are doing, and this is the challenge we are facing - we have to go beyond it. — Gunter Pauli

    Click image for video

    Quoting more for context

    Forget about the fact that while we were doing in the past the right way is going to bring us to the future.
    It is not
    and this is one of the biggest lessons we have
    as parents, we want our kids to be better
    and here is a picture of my little baby
    and my two sons
    we always want it to be better but that means that we have to create the space of our children
    can invent, develop new pathways to the future
    Because if we are only teaching what we know
    our children can only do as bad as we are doing
    and this is the challenge we are facing
    we have to go beyond it.


    My quest today is to see how can we design a new competitive model
    a business model based on sustainability whereby we define sustainability
    as the capacity to respond to the needs of all with what we have
    and that's the way natural systems do it all the time
    the past twenty years we've been doing things…
    that we thought were the normal way to do it
    but it was an economy that was based on what we did not have
    and so what do we have?
    well, first of all we have a lot of needs
    and since there are so many unmet needs for water, for food, for healthcare, for housing
    there is a growing demand, even at a time of a recession
    and we have the science to develop it
    so much of the science is available
    and we don't use it, it gets buried
    so how do we achieve a sustainable society?
    we achieve a sustainable society when first of all, we think positive
    that's what this conference is all about
    think positive
    second, learn creatively
    and third, if any one of you thinks this meeting is a success
    it is because when you go out of this meeting you do something
    too many meetings are talk shops
    too much talking, no action
    dream it, don't do it
    that's unfortunately what we hear too often
    so my work today, is very much focusing on doing all of this at once


    More from Gunter Pauli's TEDxTokyo talk, with full transcript on
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    Jeff Jonas wrote in General Purpose Sensemaking Systems and Information Colocation

    ... With information trapped in the tailored database schemas of systems of record, operational data stores, data warehouses and data marts, it is no wonder organizations continue to struggle to make sense of it all – despite decades of effort and innovation.

    Performing some kind of federated search over all these disparate data sets just has not ever delivered. In fact, federated search bites when it comes to sensemaking because the diverse data structures are incapable of supporting a sensemaking function.

    If you want to be smart, you will want to jam the available, diverse, observational space into the same data structure and in as close to the same physical space as possible.

    Data is data.

    When reference data, transactional data, and even user queries are colocated in the same data structures and is the same indexes as the extracted features from text, video, biometrics, and so on … something very exciting happens: data naturally finds data and context can accumulate.


    Long story short, when this general sensemaking system came on-line it started finding marketing hosts comping their roommates and lots of other unanticipated novel discovery. So much novel discovery, it earned the name Non-Obvious Relationship Awareness or NORA, we got two rounds of funding, IBM bought my company to get its hands on the technology, and the rest is history.

    Simply said, you have to have a brain (multi-purpose, general structure) to think (sense make). Then with a brain, the smartest you are going to be is a function of what observations you have properly contextualized into that meat space between your ears.

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    Song and video by and with Alanis Morissette.

    Lyrics from

    Thank you - Alanis Morissette

    how 'bout getting off of these antibiotics
    how 'bout stopping eating when I'm full up
    how 'bout them transparent dangling carrots
    how 'bout that ever elusive kudo

    thank you India
    thank you terror
    thank you disillusionment
    thank you frailty
    thank you consequence
    thank you, thank you silence

    how 'bout me not blaming you for everything
    how 'bout me enjoying the moment for once
    how 'bout how good it feels to finally forgive you
    how 'bout grieving it all one at a time

    thank you India
    thank you terror
    thank you disillusionment
    thank you frailty
    thank you consequence
    thank you, thank you silence

    the moment I let go of it was
    the moment I got more than I could handle
    the moment I jumped off of it was
    the moment I touched down

    how 'bout no longer being masochistic
    how 'bout remembering your divinity
    ow 'bout unabashedly bawling your eyes out
    how 'bout not equating death with stopping

    thank you India
    thank you Providence
    thank you disillusionment
    thank you nothingness
    thank you clarity
    thank you, thank you silence 𝆓
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    Wave Riders have been with us always, usually unnoticed, or if noticed then treated as a curious exception to the rule. And indeed it often seemed that they were playing by very different rules. There was doubtless a time when we could afford to smile sympathetically at the behavior of the Wave Riders in our midst. When good things happened (the difficult was handled with dispatch, and the impossible achieved with a little more time), we could scratch our heads and wonder at the fabulous run of luck which the Wave Rider obviously enjoyed. It would never occur to us that there might actually be a method in their madness. In fact such thoughts could not occur to us if only because virtually all of our training and experience told us otherwise. Wave Riders were clearly the exception, and we all knew the proper way to do business, what ever that business might be. The critical point was to seize and maintain control in the manner of the Great Man Leader. Only then could good and useful things happen. Or so many of us thought.

    More, in the words of Harrison Owen:

    The times have changed. The anomalous behavior of the Wave Rider holds a critical clue to new ways of surviving, and indeed thriving, in our chaotic world, enabling all of us to achieve levels of excellence and high performance previously unknown.

    The search for high performance has typically been a major concern of businesses and other organizations in their quest for efficiency and effectiveness. However, the stakes have risen dramatically. Achieving optimum levels of human performance is no longer just an issue of organizational effectiveness, but now a matter of global survival. The list of threatening possibilities is virtually without end: Global Warming, Nuclear Disaster, Pandemics of various sorts, to name a few. Any one of these, taken by itself, would constitute a real problem, but everything is coming together in a dizzying maelstrom of complex interaction. Even just thinking about all of this is sufficient to produce the maximum headache. The good news is that for the past several millennia, human beings have successfully negotiated the terrain. Not always perfectly, and perhaps less than elegantly, but so far we have made it. There are, however, more than a few disturbing signs that our good luck may be about to change, signs which appear as organizational dysfunction, and individual fatigue and disorientation.

    The simple fact of the matter is that our institutions, major and minor, are stretched to the breaking point. Even with the best efforts in the world, the stuff accumulating in the Global Inbox is getting out of hand. The impact on our individual lives is equally obvious and severe. Stress, breakdown, alienation, exhaustion – we know them all. Rather like the mad Queen in Alice and Wonderland, we are discovering that the faster we go, the "behinder" we get.

    Doubtless the end is not yet, and for sure we have a few more tricks up our sleeves. However, the time may well have come when the consideration of alternatives would be useful. Typically, we have attempted to deal with our multiple dilemmas by trying harder and harder to do more and more of what we have always done. If our organizations lack purpose and power, it is obviously time to reorganize – and reorganize again. And when events show every indication of spinning into oblivion, we redouble our efforts to assert, or regain, control – layering controllers upon controllers upon controls. I propose that it is not that we are doing something wrong, but rather that we are doing the wrong thing. Or put somewhat differently: Going the way we are going we are not likely to reach our destination. It is time for a change of course.

    The argument of the book is that we must now recognize that we, our organizations, as indeed the entire cosmos – are all self organizing systems. Not just a little bit, not just in some special part, but from beginning to end, top to bottom. It is all self-organization. The implications of this recognition, should it prove to be valid, are two fold (at least). First, a large part of what we currently devote a good deal of time and energy to – organizing things – is wasted effort, for our systems, left to their own devices, will take care of that business pretty much all by themselves. Secondly, our efforts at organization and control are not only of questionable value, but also destructive. By imposing our view of organization on a self-organizing system we essentially throw a spanner in the works, thereby reducing organizational function, and our own levels of performance.

    Stated in more positive terms, were we to recognize, and fully appreciate, the power of self-organization we could be relieved of an enormous task, freeing time and energy for the many other pressing issues of our day. Even better, we might learn how to leverage the power of self-organization for our benefit, thereby achieving levels of performance which presently lie beyond our wildest dreams. We will ride this primordial power, compensating for our own powerlessness. Wave Riders for sure.

    Preserved 2011-11-06. More...

    Image credit: Joan Thewlis CC-BY-NC-SA

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