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  1. Apr 2020
    1. An insight into how social networks work

      Let's begin with two principles: (1)People are status-seeking monkeys, (2) People seek out the most efficient path to maximizing social capital.

      Why do some large social networks suddenly fade away, or lose out to new tiny networks? What ties many of these explanations together is social capital theory. Classic network effects theory [that a network’s utility increases with the number of users who use it] still holds, I’m not discarding it. Instead, let's append some social capital theory. Together, those form the two axes on which I like to analyze social network health. When modeling how successful social networks create a status game worth playing, a useful metaphor is one of the trendiest technologies: cryptocurrency.

      How is a new social network analogous to an ICO?

      (1) Each new social network issues a new form of social capital, a token.

      (2) You must show proof of work to earn the token.

      (3) Over time it becomes harder and harder to mine new tokens on each social network, creating built-in scarcity.

      (4) Many people, especially older folks, scoff at both social networks and cryptocurrencies.

      Perhaps you've read a long and thoughtful response by a random person on Quora or Reddit, or watched YouTube vloggers publishing night after night, or heard about popular Vine stars living in houses together, helping each other shoot and edit 6-second videos. While you can outsource Bitcoin mining to a computer, people still mine for social capital on social networks largely through their own blood, sweat, and tears.

      Almost every social network of note had an early signature proof of work hurdle. For Facebook it was posting some witty text-based status update. For Instagram, it was posting an interesting square photo. For Vine, an entertaining 6-second video. For Twitter, it was writing an amusing bit of text of 140 characters or fewer. Pinterest? Pinning a compelling photo. You can likely derive the proof of work for other networks like Quora and Reddit and Twitch and so on. Successful social networks don't pose trick questions at the start, it’s usually clear what they want from you.

      If you've ever joined one of these social networks early enough, you know that, on a relative basis, getting ahead of others in terms of social capital (followers, likes, etc.) is easier in the early days. Some people who were featured on recommended follower lists in the early days of Twitter have follower counts in the 7-figures, just as early masters of Musical.ly and Vine were accumulated massive and compounding follower counts. The more people who follow you, the more followers you gain because of leaderboards and recommended follower algorithms and other such common discovery mechanisms.

      Young people, with their much higher usage rate on social media, are the most sensitive and attuned demographic to the payback period and ROI on their social media labor. So, for example, young people tend not to like Twitter but do enjoy Instagram.

      It's not that Twitter doesn't dole out the occasional viral supernova; every so often someone composes a tweet that goes over 1K and then 10K likes or retweets (Twitter should allow people to buy a framed print of said tweet with a silver or gold 1K club or 10K club designation to supplement its monetization). But it’s not common, and most tweets are barely seen by anyone at all. Pair that with the fact that young people's bias towards and skill advantage in visual mediums over textual ones and it's not surprising Instagram is their social battleground of preference (video games might be the most lucrative battleground for the young if you broaden your definition of social networks, and that's entirely reasonable, though that arena skews male).

      The gradient of your network's social capital ROI can often govern your market share among different demographics. Young girls flocked to Musical.ly in its early days because they were uniquely good at the lip synch dance routine videos that were its bread and butter. In this age of neverending notifications, heavy social media users are hyper aware of differing status ROI among the apps they use.

      TikTok is an interesting new player in social media because its default feed, For You, relies on a machine learning algorithm to determine what each user sees; the feed of content from by creators you follow, in contrast, is hidden one pane over. If you are new to TikTok and have just uploaded a great video, the selection algorithm promises to distribute your post much more quickly than if you were on sharing it on a network that relies on the size of your following, which most people have to build up over a long period of time. Conversely, if you come up with one great video but the rest of your work is mediocre, you can't count on continued distribution on TikTok since your followers live mostly in a feed driven by the TikTok algorithm, not their follow graph.

      Why copying proof of work is lousy strategy for status-driven networks… Most clones have and will fail. The reason that matching the basic proof of work hurdle of an Status as a Service incumbent fails is that it generally duplicates the status game that already exists. By definition, if the proof of work is the same, you're not really creating a new status ladder game, and so there isn't a real compelling reason to switch when the new network really has no one in it.

      I once wrote about social networks that the network's the thing; that is, the composition of the graph once a social network reaches scale is its most unique quality. Copying some network's feature often isn’t sufficient if you can’t also copy its graph, but if you can apply the feature to some unique graph that you earned some other way, it can be a defensible advantage. Nothing illustrates this better than Facebook's attempts to win back the young from Snapchat by copying some of the network's ephemeral messaging features, or Facebook's attempt to copy TikTok with Lasso, or, well Facebook's attempt to duplicate just about every social app with any traction anywhere. The problem with copying Snapchat is that, well, the reason young people left Facebook for Snapchat was in large part because their parents had invaded Facebook. You don't leave a party with your classmates to go back to one your parents are throwing just because your dad brings in a keg and offer to play beer pong.

      I think the Stories format is a genuine innovation on the social modesty problem of social networks. That is, all but the most egregious showoffs feel squeamish about publishing too much to their followers. Stories, by putting the onus on the viewer to pull that content, allows everyone to publish away guilt-free, without regard for the craft that regular posts demand in the ever escalating game that is life publishing. In a world where algorithmic feeds break up your sequence of posts, Stories also allow gifted creators to create sequential narratives. In the annals of tech, and perhaps the world, the event that created the greatest social capital boom in history was the launch of Facebook's News Feed. Before News Feed, if you were on, say MySpace, or even on a Facebook before News Feed launched, you had to browse around to find all the activity in your network. Only a demographic of a particular age will recall having to click from one profile to another on MySpace while stalking one’s friends. It almost seems comical in hindsight, that we'd impose such a heavy UI burden on social media users. Can you imagine if, to see all the new photos posted in your Instagram network, you had to click through each profile one by one to see if they’d posted any new photos? I feel like my parents talking about how they had to walk miles to grade school through winter snow wearing moccasins of tree bark when I complain about the undue burden of social media browsing before the News Feed, but it truly was a monumental pain in the ass.

      By merging all updates from all the accounts you followed into a single continuous surface and having that serve as the default screen, Facebook News Feed simultaneously increased the efficiency of distribution of new posts and pitted all such posts against each other in what was effectively a single giant attention arena, complete with live updating scoreboards on each post. It was as if the panopticon inverted itself overnight, as if a giant spotlight turned on and suddenly all of us performing on Facebook for approval realized we were all in the same auditorium, on one large, connected infinite stage, singing karaoke to the same audience at the same time.

      It's difficult to overstate what a momentous sea change it was for hundreds of millions, and eventually billions, of humans who had grown up competing for status in small tribes, to suddenly be dropped into a talent show competing against EVERY PERSON THEY HAD EVER MET.

      Incidentally, teens and twenty-somethings, more so than the middle-aged and elderly, tend to juggle more identities. In middle and high school, kids have to maintain an identity among classmates at school, then another identity at home with family. Twenty-somethings craft one identity among coworkers during the day, then another among their friends outside of work. Often those spheres have differing status games, and there is some penalty to merging those identities. Anyone who has ever sent a text meant for their schoolmates to their parents, or emailed a boss or coworker something meant for their happy hour crew knows the treacherous nature of context collapse.

      Add to that this younger generation's preference for and facility with visual communication and it's clearly why the preferred social network of the young is Instagram and the preferred messenger Snapchat, both preferable to Facebook. Instagram because of the ease of creating multiple accounts to match one's portfolio of identities, Snapchat for its best in class ease of visual messaging privately to particular recipients. The expiration of content, whether explicitly executed on Instagram (you can easily kill off a meme account after you've outgrown it, for example), or automatically handled on a service like Snapchat, is a must-have feature for those for whom multiple identity management is a fact of life.

      Many types of social capital have qualities which render them fragile. Status relies on coordinated consensus to define the scarcity that determines its value. Consensus can shift in an instant. Recall the friend in Swingers, who, at every crowded LA party, quips, "This place is dead anyway." Or recall the wise words of noted sociologist Groucho Marx: "I don't care to belong to any club that will have me as a member."

      The Groucho Marx effect doesn't take effect immediately. In the beginning, a status hierarchy requires lower status people to join so that the higher status people have a sense of just how far above the masses they reside. It's silly to order bottle service at Hakkasan in Las Vegas if no one is sitting on the opposite side of the velvet ropes; a leaderboard with just a single high score is meaningless.

      Snapchat— Snapchat opens to a camera. If you want to text someone, it's extra work to swipe to the left pane to reach the text messaging screen. Remember Snapchat's original Best Friends list? I'm going to guess many of my readers don't, because, as noted earlier, old people probably didn't play that status game, if they'd even figured out how to use Snapchat by that point. This was just about as pure a status game feature as could be engineered for teens. Not only did it show the top three people you Snapped with most frequently, you could look at who the top three best friends were for any of your contacts. Essentially, it made the hierarchy of everyone's “friendships” public, making the popularity scoreboard explicit.

      As with aggregate follower counts and likes, the Best Friends list was a mechanism for people to accumulate a very specific form of social capital. From a platform perspective, however, there's a big problem with this feature: each user could only have one best friend. It put an artificial ceiling on the amount of social capital one could compete for and accumulate. In a clever move to unbound social capital accumulation and to turn a zero-sum game into a positive sum game, broadening the number of users working hard or engaging, Snapchat deprecated the very popular Best Friends list and replaced it with streaks.

      Social Arbitrage— Because social networks often attract different audiences, and because the configuration of graphs even when there are overlapping users often differ, opportunities exist to arbitrage social capital across apps. A prominent user of this tactic was @thefatjewish, the popular Instagram account (his real name was Josh Ostrovsky). He accumulated millions of followers on Instagram in large part by taking other people's jokes from Twitter and other social networks and then posting them as his own on Instagram. Not only did he rack up followers and likes by the millions, he even got signed with CAA! When he got called on it, he claimed it wasn't what he was about. He said, "Again, Instagram is just part of a larger thing I do. I have an army of interns working out of the back of a nail salon in Queens. We have so much stuff going on: I'm writing a book, I've got rosé. I need them to bathe me. I've got so many other things that I need them to do. It just didn't seem like something that was extremely dire." Which is really a long, bizarre way of saying, you caught me. Let he who does not have an army of interns bathing them throw the first stone.

    1. Someday soon, every place and thing in the real world—every street, lamppost, building, and room—will have its full-size digital twin in the mirrorworld ... We are now building such a 1:1 map of almost unimaginable scope, and this world will become the next great digital platform.

      The first big technology platform was the web, which digitized information, subjecting knowledge to the power of algorithms; it came to be dominated by Google. The second great platform was social media, running primarily on mobile phones. It digitized people and subjected human behavior and relationships to the power of algorithms, and it is ruled by Facebook and WeChat.

      We are now at the dawn of the third platform, which will digitize the rest of the world. On this platform, all things and places will be machine-­readable, subject to the power of algorithms. Whoever dominates this grand third platform will become among the wealthiest and most powerful people and companies in history, just as those who now dominate the first two platforms have.

    1. Acton's $850M moral stand and the $122mn fine for deliberately lying to the EU Competition Commission

      Under pressure from Mark Zuckerberg and Sheryl Sandberg to monetize WhatsApp, he pushed back as Facebook questioned the encryption he'd helped build and laid the groundwork to show targeted ads and facilitate commercial messaging. Acton also walked away from Facebook a year before his final tranche of stock grants vested. “It was like, okay, well, you want to do these things I don’t want to do,” Acton says. “It’s better if I get out of your way. And I did.” It was perhaps the most expensive moral stand in history. Acton took a screenshot of the stock price on his way out the door—the decision cost him $850 million.

      Despite a transfer of several billion dollars, Acton says he never developed a rapport with Zuckerberg. “I couldn’t tell you much about the guy,” he says. In one of their dozen or so meetings, Zuck told Acton unromantically that WhatsApp, which had a stipulated degree of autonomy within the Facebook universe and continued to operate for a while out of its original offices, was “a product group to him, like Instagram.”

      For his part, Acton had proposed monetizing WhatsApp through a metered-user model, charging, say, a tenth of a penny after a certain large number of free messages were used up. “You build it once, it runs everywhere in every country,” Acton says. “You don’t need a sophisticated sales force. It’s a very simple business.”

      Acton’s plan was shot down by Sandberg. “Her words were ‘It won’t scale.’ ”

      “I called her out one time,” says Acton, who sensed there might be greed at play. “I was like, ‘No, you don’t mean that it won’t scale. You mean it won’t make as much money as . . . ,’ and she kind of hemmed and hawed a little. And we moved on. I think I made my point. . . . They are businesspeople, they are good businesspeople. They just represent a set of business practices, principles and ethics, and policies that I don’t necessarily agree with.”

      Questioning Zuckerberg’s true intentions wasn’t easy when he was offering what became $22 billion. “He came with a large sum of money and made us an offer we couldn’t refuse,” Acton says. The Facebook founder also promised Koum a board seat, showered the founders with admiration and, according to a source who took part in discussions, told them that they would have “zero pressure” on monetization for the next five years... Internally, Facebook had targeted a $10 billion revenue run rate within five years of monetization, but such numbers sounded too high to Acton—and reliant on advertising.

      T he warning signs emerged before the deal even closed that November. The deal needed to get past Europe’s famously strict antitrust officials, and Facebook prepared Acton to meet with around a dozen representatives of the European Competition Commission in a teleconference. “I was coached to explain that it would be really difficult to merge or blend data between the two systems,” Acton says. He told the regulators as much, adding that he and Koum had no desire to do so.

      Later he learned that elsewhere in Facebook, there were “plans and technologies to blend data.” Specifically, Facebook could use the 128-bit string of numbers assigned to each phone as a kind of bridge between accounts. The other method was phone-number matching, or pinpointing Facebook accounts with phone numbers and matching them to WhatsApp accounts with the same phone number.

      Within 18 months, a new WhatsApp terms of service linked the accounts and made Acton look like a liar. “I think everyone was gambling because they thought that the EU might have forgotten because enough time had passed.” No such luck: Facebook wound up paying a $122 million fine for giving “incorrect or misleading information” to the EU—a cost of doing business, as the deal got done and such linking continues today (though not yet in Europe). “The errors we made in our 2014 filings were not intentional," says a Facebook spokesman.

      Acton had left a management position on Yahoo’s ad division over a decade earlier with frustrations at the Web portal’s so-called “Nascar approach” of putting ad banners all over a Web page. The drive for revenue at the expense of a good product experience “gave me a bad taste in my mouth,” Acton remembers. He was now seeing history repeat. “This is what I hated about Facebook and what I also hated about Yahoo,” Acton says. “If it made us a buck, we’d do it.” In other words, it was time to go.

    1. All startups say they’re ambitious. You better be if you take venture funding!

      Stripe’s insight was that tackling ambitious problems doesn’t just make the potential prize bigger. Ambitious efforts are often more feasible than smaller ones, because the strongest people want to work on the most ambitious efforts. In our experience this positive talent effect was stronger than the negative effect of problem difficulty. So, paradoxically, tackling a bigger problem could be both more rewarding for the company and in a sense more tractable.

      This probably needs to be qualified. Stripe is set up so that we’re successful when our customers are successful (in real, economic terms). Ambitious problems for Stripe look like enabling more internet businesses and supporting entrepreneurs in more countries, not getting more ad clicks. The talent effect of ambition certainly applies to Stripe-style problems, but I’m not sure if it’d work for something like ads.

      Again all startups say “our team is our most important asset”; leaders say “the hardest part of my job is hiring good people”. But what most companies actually do day-to-day on recruiting is disastrous: generic job ads, clueless outside recruiters, screening on brand name, candidate-hostile interview processes, slow response times, etc. The poor recruiting results of most companies reflect the work they put in.

      Stripe was different in two respects: effort and thoughtfulness.

      In terms of effort, Stripe’s recruiting was absolutely relentless. On the front of the pipeline this meant investing in potential candidates that wouldn’t apply for years, through genuine 1:1 relationships as well as many small events that introduce Stripe and its team. Once candidates were active, Stripe tried to move very quickly. Ideally we'd turn around recruiting steps on the same day: respond to the candidates inbound email the same day, and even decide on and give them an offer on the same day as their interviews. We could close candidates before Google replied to their initial emails.

      Stripe was also thoughtful in recruiting processes. This signaled to candidates that the company was clueful and understood the candidate’s perspective. One example is Stripe’s capture the flag program, which not only put Stripe on the radar of a lot of candidates, but also gave them a sense of the strength of the engineering team. Another example was Stripe’s guidance on what to expect for interviews. We’d send candidates a PDF describing exactly how their interviews would be conducted, how they’d be evaluated, and how to prepare. These certainly helped candidates present their best work in the interviews. But they also showed that Stripe actually cares about this, which candidates knew from experience many other companies did not.

    1. Walmart can be thought of as a bounded search for the optimal selection, inventory, and pricing of SKUs that a local market could support. It was bound, or constrained, by the characteristics of the local economy, and so each Walmart location was a direct reflection of the local market dynamics. The immensely difficult job of the local management team was to predict and implement the optimal mix that could theoretically have been found if every possible permutation were tested by the local economy. Undershooting or overshooting – that is, having too few or many SKUs, or too little or much inventory – would be a costly mistake. By the same token, higher-level managers were responsible for estimating the optimal size and location of the building itself, and for choosing the best associates to manage it, and so on. Each level of management, then, was tasked with managing their own level of the algorithm.

      Bezos, in other words, wanted to build an unbounded Walmart. By removing the constraint of geography – and therefore the local economy – and by adding search functionality, the new formula became simpler: the more SKUs it added, the more items would be discovered by customers; the more items that customers discovered, the more items they would buy. In this world of infinite shelf space, it wasn’t the quality of the selection that mattered – it was pure quantity. And with this insight, Amazon did not need to be nearly as good – let alone better – than Walmart at Walmart’s masterful game of vendor and SKU selection. Amazon just needed to be faster at aggregating SKUs – and therefore faster at onboarding vendors.

      To make sense of what started to happen after Amazon rolled out Marketplace, you have to understand that things get really weird when you run an unbounded search at internet-scale. When you remove “normal” constraints imposed by the physical world, the scale can get so massive that all of the normal approaches start to break down.

      So, what is Amazon? It started as an unbound Walmart, an algorithm for running an unbound search for global optima in the world of physical products. It became a platform for adapting that algorithm to any opportunity for customer-centric value creation that it encountered. If it devises a way to keep its incentive structures intact as it exposes itself through its ever-expanding external interfaces, it – or its various split-off subsidiaries – will dominate the economy for a generation. And if not, it’ll be just another company that seemed unstoppable until it wasn’t.

    1. “The most important thing is that we are not a news business. We are more like a search business or a social media platform,” Zhang said in a 2017 interview, adding that he employs no editors or reporters. “We are doing very innovative work. We are not a copycat of a U.S. company, both in product and technology.”

      The story of how Bytedance became a goliath begins with news site Jinri Toutiao but is tied more closely to a series of smart acquisitions and strategic expansions that propelled the company into mobile video and even beyond China. By nurturing a raft of successful apps, it’s gathered a force of hundreds of millions of users and now poses a threat to China’s largest internet operators. The company has evolved into a multi-faceted empire spanning video service Tik Tok -- known as Douyin locally -- and a plethora of platforms for everything from jokes to celebrity gossip.

      “The predominant issue in China’s internet is that the growth in users and the time each user spends online has slowed dramatically. It is becoming a zero-sum game, and costs for acquiring users and winning their time are increasing,” said Jerry Liu, an analyst with UBS. “What Bytedance has created is a group of apps that are very good at attracting users and retaining their time, in part, leveraging the traffic from Jinri Toutiao.”

      What Zhang perceived in 2012 was that Chinese mobile users struggled to find information they cared about on many apps. That’s partly because of the country’s draconian screening of information. Zhang thought he could do better than incumbents such as Baidu, which enjoyed a near-monopoly on search. The latter conflated advertising with search results, a botch that would later haunt the company via a series of medical scandals.

    1. Spontaneity is the big thing you'll miss

      Forget the calendar invite. Just jump into a conversation. That’s the idea powering a fresh batch of social startups poised to take advantage of our cleared schedules amidst quarantine. But they could also change the way we work and socialize long after COVID-19 by bringing the free-flowing, ad-hoc communication of parties and open office plans online. While “Live” has become synonymous with performative streaming, these new apps instead spread the limelight across several users as well as the task, game, or discussion at hand.

  2. Mar 2020

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    1. [#contributor: /contributors/59327110a312645844994e4d]|||Free/libre software advocate Richard Stallman is president of the Free Software Foundation. He launched the development of the [free software](http://www.gnu.org/philosophy/free-sw.html) operating system [GNU](http://www.gnu.org/gnu/the-gnu-project.html) in 1984; the [GNU/Linux](http://www.gnu.org/gnu/linux-and-gnu.html) system (essentially GNU with Linux added) is used on tens of millions of computers today. Stallman also founded the League for Programming Freedom, which campaigned against legal threats to programming (including patents).|||

      Clear hints of Markdown syntax in a Wired Formatting error

  3. assets.cengage.com assets.cengage.com
    1. (1) increasing access to educational technologies, (2) increasing the use of technology for instructional purposes, and (3) improving the effectiveness of technology use to facilitate learning.

      Tech Framework needs to include: increase access to tech, increase tech instruction, use tech to facilitate learning 4/5

    1. le nuove tecnologie sono presenti nella vita di tutti, sia lavorativa sia quotidiana. Spesso non ci rendiamo neanche conto che interagiamo con sistemi automatici o che disseminiamo sulla rete dati che riguardano la nostra identità personale. Per cui si produce una grave asimmetria tra chi li estrae (per i propri interessi) e chi li fornisce (senza saperlo). Per ottenere certi servizi, alcuni siti chiedono a noi di precisare che non siamo un robot, ma in realtà la domanda andrebbe capovolta
  4. Feb 2020
  5. Jan 2020
    1. Similar to the technical architecture of classic colonialism, digital colonialism is rooted in the design of the tech ecosystem for the purposes of profit and plunder. If the railways and maritime trade routes were the "open veins" of the Global South back then, today, digital infrastructure takes on the same role: Big Tech corporations use proprietary software, corporate clouds, and centralised Internet services to spy on users, process their data, and spit back manufactured services to subjects of their data fiefdoms.

      Yikes

    1. The underlying guiding idea of a “trustworthy AI” is, first and foremost, conceptual nonsense. Machines are not trustworthy; only humans can be trustworthy (or untrustworthy). If, in the future, an untrustworthy corporation or government behaves unethically and possesses good, robust AI technology, this will enable more effective unethical behaviour.

      yikes

  6. Dec 2019
    1. (there’s an argument to be made that social media has exacerbated these tendencies, as partisan complaint is often the most “engaged” and therefore most “valuable” content on social networks).

      Technology as "phases," not end-points.

      Regarding discussing technology. Very interesting that this sort of behavior might leak back into daily life from social media. Will we end up speaking in "sound bites"?

  7. Nov 2019
    1. There used to be an imperfect but useful pathway for research to move from the academy to the corporate world through tech transfer.

      Used to be? It feels to me like it didn't really exist as a codified pathway until the early 2000's at best. Universities only seem to be mastering the entire flow in the past several years. Prior to that most professors took the intellectual property and did almost what they wanted with it and didn't provide any ancillary financial streams to the university out of which the work grew.

  8. Oct 2019
  9. Sep 2019
    1. There is already a lot of information Facebook can assume from that simple notification: that you are probably a woman, probably menstruating, possibly trying to have (or trying to avoid having) a baby. Moreover, even though you are asked to agree to their privacy policy, Maya starts sharing data with Facebook before you get to agree to anything. This raises some serious transparency concerns.

      Privacy International are highlighting how period-tracking apps are violating users' privacy.

  10. Jul 2019
    1. However using the proposed syntax it's easy to see how big components could have logic broken up into smaller reusable pieces, moved into separate files if necessary, leaving you with small, easy-to-understand functions and components.

      Benefits are evident and good, imho. A big improvement in code organization and separation of concerns.

      Just, I think the new syntax suffers from the loss of, as you said, that easy-to-understand-separation-by-type, that is appealing and clearer to newcomers and people that deal with pretty simple components. The component code is divided in three different sections (State, Computed, Methods) that are easy to scroll and to keep conceptually segregated.

      That's one appealing aspect for beginners, helping them to grab the main concepts and organization of Vue. Also helps giving some simpler view to who not too confident with JS and its patterns. With this "separation by function" the beginner is more disoriented since has to import state & computed as functions to place in specific points. Places that they need to know/remember, rather than just filling up the three object provided in module.exports (and I suppose there are packages that build a basic .vue template for you; maybe vue-cli itself too, that people get used to blindly use).

      So in the end the new syntax gives in my opinion a lot more power in modelling, but requires to accept some compromises with the somehow more verbose syntax (const everywhere; return & export providing private/public but necessarily longer to write) and with the slightly higher shadiness of its main concepts.

      Still, a good & efficient & clear documentation, as it was on Vuejs.org until today, will for sure easily compensate to these drawbacks and bring the most out of this new -more OOP- approach. For me also class could be use here, but I like trying to stay compatible using the prototypical approach (maybe also less overhead? Dunno, I'm not so deeply in the JS world).

      I am actually pretty curious to see how it is gonna evolve. And I am glad I didn't engage with Vue too much yet... 😜

  11. May 2019
  12. Apr 2019
    1. I’m using this solution now

      I'm probably stupid, and I've looked on that page, but I guess one has to be code-savvy to find out how to wrangle that stuff... Any idea on how to implement that solution in Brave?

      edit: Jon Udell has commented on how to use this on GitHub.

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    1. One reason is that products are often designed in ways that make us act impulsively and against our better judgment. For example, suppose you have a big meeting at work tomorrow. Ideally, you want to spend some time preparing for it in the evening and then get a good night’s rest. But before you can do either, a notification pops up on your phone indicating that a friend tagged you on Facebook. “This will take a minute,” you tell yourself as you click on it. But after logging in, you discover a long feed of posts by friends. A few clicks later, you find yourself watching a YouTube video that one of them shared. As soon as the video ends, YouTube suggests other related and interesting videos. Before you know it, it’s 1:00 a.m., and it’s clear that you will need an all-nighter to get ready for the following morning’s meeting. This has happened to most of us.

      This makes me think about the question of social and moral responsibility- I understand that YouTube and Facebook didn't develop these algorithms with nefarious intent, but it is a very drug-like experience, and I know I'm not the only one who can relate to this experience

    1. This article discusses adult learners who connected with industry professionals in a career exploration course that focused around technology and coding. The program is hoping to show other places that focus on adult learning a model that would work for adult learners to gain access to industry.

      Rating: 6/10. Interesting article, but not really a focus on how they effectively engaged the adult learns in the program or their approach to actually developing the course and curriculum.

  13. Mar 2019
    1. New Media Consortium Horizon Report This page provides a link to the annual Horizon Report. The report becomes available late in the year. The report identifies emerging technologies that are likely to be influential and describes the timeline and prospective impact for each. Unlike the link to top learning tools that anyone can use, the technologies listed here may be beyond the ability of the average trainer to implement. While it is informative and perhaps a good idea to stay abreast of these listings, it is not necessarily something that the average instructional designer can apply. Rating: 3/5

  14. Feb 2019
    1. prolonged interaction between the instructor and the students

      I'm always a little proud when I say that Hypothesis will not make things easier/more efficient for teachers. If anything, it helps widen and deepen this "prolonged interaction between the instructor and students," which takes even more time!

    1. Furthermore, teachers have often been provided with inadequate training for this task. Many approaches to teachers’ professional development offer a one-size-fits-all approach to technology integration when, in fact, teachers operate in diverse contexts of teaching and learning

      Technology is always changing, how will we keep up with the changes and how will we incorporate tools that we are unsure about? It is understandable that in college, we learn about the current technology of that time, but it is our responsibility to understand that technology will always change and that we should try to keep up-to-date on what tools we can use to teach our lessons.

    1. 1) develop more educators, advocates, and community leaders who can leverage and advance the web as an open and public resource,

      It is very important, given the technology we have today, that teachers embrace and use all technology resources and advocate for safe and effective web literacy use.

  15. Jan 2019
  16. www.at-the-intersection.com www.at-the-intersection.com
  17. Dec 2018
    1. not only designed the first true word processor; in 1969, she was also a founder and the president of the Redactron Corporation, a tech start-up on Long Island that was the first company exclusively engaged in manufacturing and selling the revolutionary machines.

      Pretty incredible, especially given the era!

  18. Nov 2018
    1. He and other SHM officials have pushed hospitalists for the past few years to formalize their HIT duties by seeing if they would qualify to take the exam for board certification in medical informatics, which was created in 2013 by the American Board of Medical Specialties (ABMS). Between certification of that skill set and working more with technology vendors and others to improve HIT, Dr. Rogers sees HM being able to help reform much of the current technology woes in just a few years.
    2. Dr. Bessler of Sound Physicians notes that advances in technology have come with their hurdles as well. Take the oft-maligned world of electronic medical records (EMRs). “EMRs are great for data, but they’re not workflow solutions,” Dr. Bessler says. “They don’t tell you what do next.” So Sound Physicians created its own technology platform, dubbed Sound Connect, that interacts with in-place EMRs at hospitals across the country. The in-house system takes the functional documentation of EMRs and overlays productivity protocols, Dr. Bessler says. “It allows us to run a standard workflow and drive reproducible results and put meaningful data in the hands of the docs on a daily basis in the way that an EMR is just not set up to do,” he adds. Technology will continue “to be instrumental, of course, but I think the key thing is interoperability, which plenty has been written on, so we’re not unique in that. The more the public demands and the clinicians demand … the better patient care will be. I think the concept of EMR companies not being easy to work with has to end.”

      Biggest challenge will be integration of different technological solutions and sources of data - workflows for delivering care and for research purposes (e.g., person-level QI initiatives, passive baseline data)

    3. In the last 20 years, HM and technology have drastically changed the hospital landscape. But was HM pushed along by generational advances in computing power, smart devices in the shape of phones and tablets, and the software that powered those machines? Or was technology spurred on by having people it could serve directly in the hospital, as opposed to the traditionally fragmented system that preceded HM? “Bob [Wachter] and others used to joke that the only people that actually understand the computer system are the hospitalists,” Dr. Goldman notes. “Chicken or the egg, right?” adds Dr. Merlino of Press Ganey. “Technology is an enabler that helps providers deliver better care. I think healthcare quality in general has been helped by both.

      Chicken or the egg? Technological advances were tailored for specific needs in accordance with growth of hospitalist model

  19. Oct 2018
    1. Across the technology industry, rank-and-file employees are demanding greater insight into how their companies are deploying the technology that they built. At Google, Amazon, Microsoft and Salesforce, as well as at tech start-ups, engineers and technologists are increasingly asking whether the products they are working on are being used for surveillance in places like China or for military projects in the United States or elsewhere.
  20. Sep 2018
    1. Despite the most celebrated tech companies' aversion to explicit hierarchy, their widespread use of stock options as compensation, and other corporate techniques to convince workers that every member of "the team" is on the same side, it's clear that the people at the top are know that wages come at the expense of profits. Thus, Apple, Google, Intel, Adobe, Intuit and Pixar have not yet disentangled themselves from antitrust and class action lawsuits resulting from an agreement--initiated by Google and Apple, and eventually involving dozens more companies, with more than a million employees in total--to cap wages by refusing to compete for each others' employees. This cartel resulted in several billion dollars in lost wages, which went straight to corporate profits. But this transfer, which the law might recognize as theft, is in fact only the tip of the iceberg. It represents a deviation from the ideal of a competitive market, which itself offers no guarantee to workers that they'll receive value equivalent to what they provide. Across the whole U.S. economy, hourly productivity grew by 80 percent in the last 40 years, while hourly income for the median worker grew only 10 percent. In the software industry, measured productivity has grown 12 percent a year for the last 25 years--meaning that it doubles about every six years. Wages have increased in tech, but not that fast. Software developers often buy into the idea of advancement by individual merit--either through a liberal lens in which meritocracy is an ideal we still need to work toward, or a libertarian one in which everyone is already where they deserve to be, top or bottom. This is partly a trickle-down illusion, based on an aspiration to have more in common with Larry Page, Sergey Brin and Mark Zuckerberg than a bank teller or barista. But it also has a basis in the following reality: Most programmers personally know a lot more colleagues who became unhappy at some workplace and quit for a better job than who achieved something through any kind of collective organizing. In this context, it's easy for those who believe they are being mistreated to feel isolated and even personally inadequate, rather than seeking solidarity from co-workers. The cultural barriers aren't insurmountable. It's hard to explain this year's union drive at Gawker as the product of some sclerotic old-economy work structure, for example. And collective organizing could very obviously bring benefits that are hard to negotiate individually: transparency around salary and promotions, with equal pay for equal work; reasonable scheduling and accommodations like child care for people with families; the right to contribute to open source projects or veto the release of insecure, privacy-violating or otherwise unprofessional code.
  21. Jun 2018
  22. May 2018
  23. Dec 2017
  24. Nov 2017
  25. Oct 2017
    1. Why is all the focus on teaching lay people how to code, and not teaching computer scientists and people who work in tech companies to center empathy and humanity in their work?

      . . .

      I think there should be an element of infusing discussions of ethics, humanity and social consequences into computer science curricula, and I believe that even human-centered design does not go far enough; I suggest that designers of tech consider more “empathetic and participatory design” where there is some degree of involving people who are not in the tech company as autonomous persons in product design decisions, and not just using them as research/testing subjects.

    1. Move away from simply asking whether EdTech is helpful or unhelpful.It’s here to stay, so focus on what pedagogical strategies it can support and how to use it better to improve student learning and other outcomes.

      Refreshing!

    1. Vendors serve as an invaluable source of knowledge on edtech products and trends for higher education decision-makers, cited as an information source in 80 percent of our interviews. That ranks second only to learning by word-of-mouth from colleagues (96 percent)

      These are pretty opposite sources of knowledge, one bottom up, the other top down.

  26. Sep 2017
    1. Now that many of the biggest tech companies operate like media businesses, trafficking in information, they’re in a race to create new products to charm and track consumers.

      I want to explore this whole tech companies acting like media companies thing...

  27. May 2017
  28. Apr 2017
    1. Marketers would prefer to have their own predictive marketing platforms, helping them collect and activate their own proprietary data. Enterprise technology companies want that future as well. They want to be the ones to sell and provision those tech platforms, integrating and packaging them with all of the other systems they sell into the enterprise, from CRM to call center management to finance and sales force automation. Quite naturally, they worry that it will be easier for Google and Facebook to add their own CRM and related systems than it will be for them to replicate Google and Facebook’s digital marketing system.Agencies? They just want to keep themselves in the middle. Whether as consultants, media brokers, system integrators or owners of syndicated data, agencies just want to stay relevant and find ways to reverse their declining margins.

      That is most certainly their wishlist. But it overlooks the reason why Google and Facebook get all the ad dollars in the first place: they have all the users & their data. That's why most advertisers will have to play by their rules as the chances to succeed with their own offerings aren't great.

      Telcos/ISPs meanwhile, particularly Verizon, are to watch indeed (The new FCC rules play right into their hands as well). Since they own many users & their data, they are a force to be reckoned with. But: ISPs aren't global players and regulated differently in each country.

  29. Mar 2017
    1. It is our failure to internalize the idea that people who work for edtech companies are our colleagues and our partners which is at the root of much of disconnect that I see across the school / vendor divide.

      I came to this article through an Audrey Watters Tweet critique, but actually think this is a reasonable argument. It does not necessarily mean turning off the critical lens when evalutating ed-tech. It does mean turning criticism into conversation.

    2. We should not conflate the logic of short-term profit maximization with the values of the people who go to work at for-profit edtech companies.

      Though it is all connected and those connections need to be interogated by academics and by those who choose to work in industry.

    1. The best way to scale your platform, service or product is to get a few schools to sign up, and then spend lots of energy and money making sure the followers know. This means having a sales strategy that is narrow, deep and focused.  

      '#influencers'

    2. That's why very few of us are likely to sign up with an unproven vendor or adopt a new platform or service unless our peers have already done so.

      This similarly assumes things are moving one-way and is not truly in the spirit of collaboration/conversation.

  30. Jan 2017
  31. Sep 2016
  32. Aug 2016
  33. Jul 2016
    1. If tech isn’t connected to life it is an inert idea

      But it is up to us to make sure that doesn't happen ... developers often don't know the way something will be used (they have an idea ... often, it is wrong ...)

  34. Jun 2016
    1. According to Badu, phones can enhance our ability to communicate deep desires across oceans, but they can also jumble our meaning with static or frustrate with busy signals and voicemail. As an extension of ourselves, phones can be heartbreaking, lustful, smart, dumb, noisy, distracting, powerful.
    1. Should faculty (and even students) have a greater say in which tools the university chooses instead of constantly finding themselves as consumers of those forced upon them by the institution?

      The answer here is clearly yes. But what forums exist or might be imagined to enable this dialogue. I know at h we are lucky (if I might say so myself) to have an educator on staff and we work closely with faculty on our product. What more could we do though? And how could an indie ed tech community more broadly nurture these conversations?...

  35. May 2016
    1. “curriculets,” the company’s eponymous term for embedded quizzes, videos and other multimedia elements designed to offer students a richer reading experience and to give teachers data into how their pupils were progressing.

      As a teacher, I don't know that I want this prefabricated, though....

  36. Apr 2016
    1. To succeed, they will need to fundamentally rethink their value propositions to take full advantage of the digital medium and consider the entire educational experience.

      And specifically the utility of various tools shipped with content.

  37. Mar 2016
    1. At least on dating apps everyone can agree that everyone on the app has the same desired goal: a relationship.

      Interesting distinction. So we don't have the same goals in the algorithm of, say, an adaptive learning program?...

    1. “Personalization” might sound like it’s designed especially for us; but “personalization” is an algorithm based on a profile, on a category, on a label.

      This is a powerful argument. But could a proliferation of labels, enabled by computational power, better approach personalization?

      I've been thinking about a similar idea in relation to the music industry/algorithm while reading the above: are Spotify/Netflix recommendations looking for the hit? Or are they looking for musical/filmic suggestions that will keep me individually as a customer? I'm much more compelled by that model than what's offered on top 40 radio or the megaplex.

    2. Algorithms and analytics will “personalize” our world, we’re told. The problem, of course, is that the algorithms and the analytics also make everything sound the same.

      I'd love to just accept this argument, but want there to be more evidence. No doubt there are more radical forms of self-education, but isn't it true to some degree that there is personalization in, say, adaptive learning programs?

    3. What happens in the face of an algorithmic education to intellectual curiosity?

      Fair enough, but is it either/or or both/and. I'm happy to be recommended a new band by Spotify, but ultimately will make the call if I like it or not, perhaps even clicking a reaction so that the algorithm gets better? Or is that a fantasy?...I'm also not going to be deaf to my friends recommendations, etc. that might also direct my musical curiosity.

    4. Little by little the subversive features of the computer were eroded away: Instead of cutting across and so challenging the very idea of subject boundaries, the computer now defined a new subject; instead of changing the emphasis from impersonal curriculum to excited live exploration by students, the computer was now used to reinforce School’s ways. What had started as a subversive instrument of change was neutralized by the system and converted into an instrument of consolidation.

      Wow, This is a great quote, and so apt in this new context of the rise of the LMS.

    5. No one – well, except my parents, I guess – knew how many times I played that 45 of Autograph’s “Turn Up the Radio,” how many times I rewound the cassette to replay Guns & Roses’ “Welcome to the Jungle.” But now the software knows

      This seems empowering to me (or potentially so)...

  38. Feb 2016
    1. It’s that we don’t allow these conversations to happen in the first place because we keep our phones in the landscape.

      Are we sure the technology that mediates conversations actually impedes it or at least diminishes them? After all, tech has always mediated conversation (ie. telephone, pencils, language...).

      For example, when the telephone was introduced, some people actually feared it would take intimacy out of the conversation. Did it happen?

      Cannot it be simply that the very idea of conversation changes with time and the technologies which mediate it?

    1. We are on the threshold of sweeping change that will make it easier for teachers to teach and students to learn faster and more effectively

      I see this as evidence of technology determinism, which this article is shot through with. This kind of sentiment comes off as if technologies make things better, faster, more efficient for all involved parties, without consequence. It also assumes a consensus around what improved teaching and learning looks like and means. IMO, "efficiency" recalls turn of 20th century industrialist philosophy and rhetoric. In the work of education, I think that we need to ask if efficiency really is always better, and better for who. I am suggesting that in many cases efficiency is better for administrators from a business perspective, but not so for learners.

  39. Jan 2016
    1. So, my fellow Americans, whatever you may believe, whether you prefer one party or no party, our collective future depends on your willingness to uphold your obligations as a citizen.  To vote.  To speak out.

      Absolutely, but it's government's job at all levels--from our hometowns to Washington, DC--to make it easier for citizens to do that. Far too many Americans simply can't fulfill many of these "obligations as a citizen," due to work, or kids or fear or lack of information, or school, basically, life. Government has to lower those barriers, make it way more possible for citizens to do their civic duties. There's a tremendous opportunity to deploy free, open source tools--heck, even proprietary ones--here.

    2. It doesn’t work if we think the people who disagree with us are all motivated by malice, or that our political opponents are unpatriotic.  Democracy grinds to a halt without a willingness to compromise; or when even basic facts are contested, and we listen only to those who agree with us. 

      C'mon, civic technologists, government innovators, open data advocates: this can be a call to arms. Isn't the point of "open government" to bring people together to engage with their leaders, provide the facts, and allow more informed, engaged debate?

    3. That’s how we forged a Trans-Pacific Partnership to open markets, protect workers and the environment, and advance American leadership in Asia.  It cuts 18,000 taxes on products Made in America, and supports more good jobs.  With TPP, China doesn’t set the rules in that region, we do.  You want to show our strength in this century?  Approve this agreement.  Give us the tools to enforce it. 

      An opportunity to employ online, open co-creation tools. Such as, say, Hypothes.is. Or what the D.C.'s Mayor Bowser and city council are doing with the Madison online policymaking software.

      Back when this was still being negotiated in secret, a leaked chapter of TPP was opened on the very first version of Madison. What could've been as far as harnessing open online annotation for transparent, smarter policy outcomes.

    4. how do we make technology work for us, and not against us

      This is a critical question for both ends of Pennsylvania Avenue, and for every presidential candidate. But at least the President and Congressional leaders are talking about it--we've heard next to nothing from all the candidates for the White House, and next to nothing at all the debates.

      I wonder: what happens to 18F, USDS, each agency's online engagement staff, etc. the day after a GOP candidate wins? What happens if the White House stays with Democrats? Beats me, and that's incredibly problematic.

      Either way, Congress can and should also play a role in supporting--at least maintaining--the progress made on open source, adopting/creating better tech, outfits like 18F/USDS. Building out a Congressional-and-civil-society "tech transition survival" plan would be a great, bipartisan, bicameral project. I think it's also fully within the realm of possibility.

  40. Dec 2015
    1. Likewise, the era of "open data", "big data" and "open source mapping" has made previously inaccessible spatial datasets (or perhaps only accessible to those within certain, largely governmental, institutions) more widely available, allowing a range of people to come to grips with the geographies (aka map) any number of phenomena.
  41. Nov 2015
    1. "You will have a pair of sunglasses, and you can switch it from glasses mode, to VR mode as you wish. The VR will expand to fill your field of vision, or you can watch it in a little window.” This device of the future will not only bring virtual reality into our everyday lives, according to Urbach, but also destroy the primary way we use many other electronics. “You’ll be done with any other screen,” he says. “You won’t need it. It will be generated on a surface in the air. Put your finger over your palm, it’s a phone. Your desk becomes a laptop. "The resolution two generations from now will give you a 4K experience, so you probably won’t go to a movie theater. Why would you buy a wall-sized TV?”

      Interview with OTOY founder and CEO Jules Urbach. https://twitter.com/julesurbach

  42. Oct 2015
    1. Mr. Dorsey, who is 38, will remain chief executive and chairman of Square, a mobile payments company that is preparing for an initial public offering of stock later this year. He will not take a salary for his new role at Twitter, according to a company securities filing.
  43. Sep 2015
  44. Oct 2014
    1. “We should be building platforms to amplify the voices of women in tech, not to cater to the egos of men,” she said. “Men who want to help need to get the hell out of our way, basically. Because we're coming. And we don't need their support.”

      I think this is an immature stance that I cannot support. When you want to be treated with respect by most of the people around you it helps to demand mutual aid and cooperation from 50% of that population rather than telling them to fuck off.

  45. Mar 2014
    1. In March 2009, Golan Levin, the director of Carnegie Mellon University’s interdisciplinary STUDIO for Creative Inquiry, invited an enigmatic and famed computer programmer