At the Nueva School in Hillsborough, Calif., design thinking is built into students' and teachers' everyday lives. The process, which is an approach to learning that includes considering real-world problems, research, analysis, building by hand, and lots of experimentation, is documented and shared among staff.
The faculty job market plays a fundamental role in shaping research priorities, educational outcomes, and career trajectories among scientists and institutions. However, a quantitative understanding of faculty hiring as a system is lacking. Using a simple technique to extract the institutional prestige ranking that best explains an observed faculty hiring network—who hires whose graduates as faculty—we present and analyze comprehensive placement data on nearly 19,000 regular faculty in three disparate disciplines. Across disciplines, we find that faculty hiring follows a common and steeply hierarchical structure that reflects profound social inequality. Furthermore, doctoral prestige alone better predicts ultimate placement than a U.S. News & World Report rank, women generally place worse than men, and increased institutional prestige leads to increased faculty production, better faculty placement, and a more influential position within the discipline. These results advance our ability to quantify the influence of prestige in academia and shed new light on the academic system.
Systematic inequality and hierarchy in faculty hiring networks Aaron Clauset, Samuel Arbesman, Daniel B. Larremore
Science Advances 01 Feb 2015: Vol. 1 no. 1 e1400005
Early conceptions of digital democracy as a virtual public sphere or civic commons have been replaced by a new technological optimism for democratic renewal based upon the open and collaborative networking characteristics of social media. This article provides an introduction to a special issue of the international journal Information, Communication & Society which attempts to present a grounded analysis on these claims drawing upon evidence-based research and analysis. A more cautious approach is suggested for the potential of social media to facilitate more participative democracy whilst acknowledging its disruptive value for challenging traditional interests and modes of communicative power.
Barraged by lists of predictions, trends, and otherwise guesses. Swaddled in our own strategic plans. Yet, 2015 won’t conform neatly to our organizational goals and expectations — to succeed, we must learn to adapt ourselves and our organizations to the unforeseen events that will undoubtedly shape the year ahead.
In September 2014, the Commons Strategies Group convened a three-day workshop in Meissen, Germany, of 25 policy advocates and activists from a variety of different economic and social movements. The topic of the "deep dive": Can leading alt-economic and social movements find ways to work more closely together? Can there be a greater convergence and collaboration in fighting the pathologies of neoliberalism?
Metasystem transitions are events representing the evolutionary emergence of a higher level of organization through the integration of subsystems into a higher “metasystem” (A1+A2+A3=B). Such events have occurred several times throughout the history of life (e.g., emergence of life, multicellular life, sexual reproduction). The emergence of new levels of organization has occurred within the human system three times, and has resulted in three broadly defined levels of higher control, producing three broadly defined levels of group selection (e.g., band/tribe, chiefdom/kingdom, nation-state/international). These are “Human Metasystem Transitions” (HMST). Throughout these HMST several common system-level patterns have manifested that are fundamental to understanding the nature and evolution of the human system, as well as our potential future development. First, HMST have been built around the control of three mostly distinct primary energy sources (e.g., hunting, agriculture, industry). Second, the control of new energy sources has always been achieved and stabilized by utilizing the evolutionary emergence of a more powerful information-processing medium (e.g., language, writing, printing press). Third, new controls emerge with the capability of organizing energy flows over larger expanses of space in shorter durations of time: bands/tribes controlled regional space and stabilized for hundreds of thousand of years, chiefdoms/kingdoms controlled semi-continental expanses of space and stabilized for thousands of years, and nation-states control continental expanses of space and have stabilized for centuries. This space-time component of hierarchical metasystem emergence can be conceptualized as the active compression of space-time-energy-matter (STEM compression) enabled by higher informational and energetic properties within the human system, which allow for more complex organization (i.e., higher subsystem integration). In this framework, increased information-energy control and feedback, and the consequent metasystem compression of space-time, represent the theoretical pillars of HMST theory. Most importantly, HMST theory may have practical application in modeling the future of the human system and the nature of the next human metasystem.
Human Metasystem Transition (HMST) Theory Cadell Last
Journal of Evolution and Technology - Vol. 25 Issue 1 – January 2015 - pgs 1-16
I find that real collaboration is often as elusive as the woolly mammoth was just before they went extinct. Thousands of books and articles have been written and will continue to be written about such topics as collaboration, teams, and innovation. (I include innovation in this list as no meaningful innovation can occur without people working with each other in highly creative and productive modes). Many use exhaustive data research and analysis of industries/companies past performance in a quest to improve credibility, however in my humble opinion, little if any of the messages stick or cause behavior changes. Many of the concepts simply become brain candy for a leaders psyche. The lessons and language are mostly consigned to the sub-conscious repository of buzz words that are used to feed meaningless rhetoric and pretend/inauthentic dialogue that rarely yields results in a timely enough manner in this competitive and fast paced world.
Three Capabilities of Innovation After studying masters of organizational innovation for over 10 years, we’ve identified three key activities that truly innovative organizations like Pixar are able to do well. First, the people and groups in them do collaborative problem solving, which we call creative abrasion. Second, they try things and learn by discovery, demonstrating creative agility. Third, they create new and better solutions because they integrate existing ideas in unanticipated ways, practicing creative resolution. 3 capabilities: Creative abrasion + Creative agility + Creative resolution
In this work we study a peculiar example of social organization on Facebook: the Occupy Movement -- i.e., an international protest movement against social and economic inequality organized online at a city level. We consider 179 US Facebook public pages during the time period between September 2011 and February 2013. The dataset includes 618K active users and 753K posts that received about 5.2M likes and 1.1M comments. By labeling user according to their interaction patterns on pages -- e.g., a user is considered to be polarized if she has at least the 95% of her likes on a specific page -- we find that activities are not locally coordinated by geographically close pages, but are driven by pages linked to major US cities that act as hubs within the various groups. Such a pattern is verified even by extracting the backbone structure -- i.e., filtering statistically relevant weight heterogeneities -- for both the pages-reshares and the pages-common users networks.
Structural Patterns of the Occupy Movement on Facebook Michela Del Vicario, Qian Zhang, Alessandro Bessi, Fabiana Zollo, Antonio Scala, Guido Caldarelli, Walter Quattrociocchi
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