iHaveNoTribe.com - I Am Kenyan

Via Ethan Zuckerman:

A new project by David Kobia and crew, encouraging Kenyans around the world to transcend their tribal identity and affirm their identity as Kenyans. An interesting response to the difficulties of keeping message boards sane during the crisis.

Kobia also coordinated Ushahidi.com, a site that integrates GoogleMaps and SMS for citizens to report incidences of Riots, Deaths, Property Damage, Government Forces, Civilians, Looting, Rape, Peace.

It also has a running timeline of events, making it a powerful tool to trace the violence. Unfortunately, with some much violence involving so many impoverished people, this can't begin to give transparency to the chaos.

Although I am a Southern, American, white, suburban kid, I was born in Kenya and have carried hope and romance for this beautiful, passionate piece of the earth in my heart.

Monkey Management for Project Teams

Goal of Time Management:
Get control over the timing and content of what you do.

clipped from www.thepmpodcast.com Wait... what's that on your back? Could that be a Monkey? In the course of our working days all of us acquire duties, chores and tasks. Some of them are important and they need to be addressed so that we can finish our deliverables. Others must be considered as "Monkeys" - tasks that we got stuck with and now don't seem to be able to get rid of even though we might not be the right person to take care of them. And we all wonder - how did I get stuck with this? Mike Graupner, PMP (http://www.pm-mind.com) describes to us today the techniques he uses to address the Monkeys in his life. We talk about Monkey Management in general and we also look at how this translates into managing the Monkeys on your projects.

In addition to the law of monkey management, the authors list six rules of managing monkeys that are instructive to managers. These include:

1. Monkeys should be fed or shot. No one likes the consequences of a starving monkey. They tend to be very disagreeable and squeal and raise a ruckus. Monkeys must be fed periodically; in this analogy, the problem must be dealt with between the manager and the employee with the problem on a regular basis. If the monkey can be shot (the problem solved quickly), then feeding times are not necessary.

2. Every monkey should have an assigned next feeding time and a degree of initiative. After a feeding session, the manager should select an appropriate time for the next feeding and should have a number of action steps for the employee to take. "Can we meet next Tuesday at 10:30 a.m. to see how things are going and what we should do next?"

3. The monkey population should be kept below the maximum number that the manager has time to feed. The authors suggest that it should take 15 minutes to feed a monkey, and that managers should keep the list of problems that are in various stages of solution at a manageable number.

4. Monkeys should fed by appointment only. Allowing employees to bring problems to you on their timetable increases the chances that the monkey will move from the employee to the manager. By setting specific times for addressing the problem, managers empower employees to make interim decisions about the problem, and still report back.

5. Monkey feeding appointments may be rescheduled but never indefinitely postponed. Either party, the manager or the subordinate, may reschedule a feeding appointment for any reason, but it must be scheduled to a specific time to avoid losing track of the monkey.

6. Monkeys shall be fed face to face or by telephone, but not in writing. Holding feeding sessions via e-mail or memo transfers the monkey to the manager. An employee can pass the monkey to the manager by simply requesting a response. Feedings that take place in person or on the phone require the monkey to remain with the employee unless the supervisor takes an affirmative step to take it.

Proper delegation skills, properly applied as suggested in this creative approach, can help managers better solve problems and develop their employees' problem solving skills. Visualizing each problem as a monkey that is impatient and noisy can help managers see problems as they really are and address them in the best possible way. Beware of the monkeys that may come into your life today!

Ready to Ware

Clothes That Look Hip and Track Your Vital Signs, Too

clipped from www.wired.com De Rossi, who has worked on robotic skin and motion-capture tech for Darpa and the US National Institutes of Health, began exploring the idea of fabric as a data-collection medium 12 years ago. Most of his designs employ thin, pliable strands of conductive steel spun with cotton or polyester fibers into yarn. The Wealthy suit has nine electrodes and conductive leads woven in, yet the fabric looks and feels completely normal. The challenge in incorporating sensors into clothing — even skin-tight unitards — is that the fabric shifts when the body moves, resulting in sloppy, irregular signals. To deal with this, De Rossi's team developed software algorithms to clean up the data, along with code to reconstruct the wearer's movements. These programs are the real genius behind the company's work. "Even when you are sick, if you have something that doesn't look nice, you don't want to put it on."

Good Education

Part of the transparency section of Good Magazine, this short video commissioned by ED in '08 highlights details behind America's ranking in public education.

clipped from www.goodmagazine.com In 2002, UNICEF compared public education in 24 nations around the world. The U.S. ranked 18th. So what's the problem? Are we spending enough per student? Are students spending enough time in school? America needs to do some extra credit if its public education system is going to stay competitive. To boost America’s economy we must focus on strengthening K-12 education. Why? Economists estimate that if America raises student skills closer to that of European nations, the U.S. economy would grow by an additional 5% over 30 years resulting in an extra $1.5 trillion in 2037 alone—more than triple current U.S. spending on K-12 public education.

Many Eyes

Visualization Options Available in Many Eyes

Finding the right way view your data is as much an art as a science. The visualizations provided on Many Eyes range from the ordinary to the experimental. ManyEyes is deliberately providing a wide array of possibilities since this is an experimental site—and expect to see more soon. The podcast below traces the history of this data visualization project.

clipped from itc.conversationsnetwork.org IBM researchers Fernanda Viégas and Martin Wattenberg are the creators of Many Eyes, a new kind of social website dedicated to data visualization and analysis. Members upload batches of data - about politics, weather, or anything else - then chart, interpret, discuss, and even re-visualize one another's data. The process is fun, and it also points toward a future in which our collective interpretation of the world is more firmly rooted in data. Both Viegas and Wattenberg are also known for their visualization-based artwork, which has been exhibited in venues such as the London Institute of Contemporary Arts and the Whitney Museum of American Art. The two became a team in 2003 when they decided to visualize Wikipedia, leading to the "history flow" project that revealed the self-healing nature of the online encyclopedia. They are currently exploring the power of web-based visualization and the social forms of data analysis it enables. Many Eyes IBM Visual Communication Lab

Geni: Animated Geneology Web Apps

This web 2.0 app drastically improves the (usually) tedious process of tracing family history, by combining the elegance of Flickr and the tools of social networking. http://www.geni.com

Succeeding at open-source innovation: An interview with Mozilla's Mitchell Baker

The company’s chairman and former CEO explains the power of the participatory, open-source model of collaboration.

clipped from www.mckinseyquarterly.com As companies reach beyond their boundaries to find and develop ideas, they are exploring new models to manage innovation. In projects that tap external talent, questions quickly arise about process management, intellectual-property rights, and the right to make decisions. Some executives have been at this game longer than others. Mitchell Baker, chairman and former chief executive officer of Mozilla Corporation, has devoted the past ten years to leading an effort that relies extensively on people outside her company—not just for creative ideas, but also to develop products and make decisions. The result: Mozilla’s Firefox browser, with 150 million users, has become a rival of Microsoft’s market-leading Internet Explorer. As Firefox flourished, the process that created it became a model for participatory, open-source collaboration.

Quick Primer on Graphs and Networks

The power and flexibility of a network--whether a simple group of casual neighbors or a complex next generation communication network--depends not just on the number of connections, but on the quality of the nodes, and more important, the type of nodes. Below is a fantastic intro to the concept of graphs and networks. It helps in understanding the a social graph and how it differs from a social network.

clipped from www.readwriteweb.com In Mathematics, a Graph is an abstraction for modeling relationships between things. It is no different from a Network, which is a more common term for describing the same thing. Graphs consists of nodes and edges, or things and the ways that things relate to each other. As it turns out, Graphs are very powerful modeling tools for modeling natural and man-made systems. Diverse things like the Web, power grids, economies and even cells can be represented and analyzed as networks. Note: Images above are from the Visual Complexity Gallery What is also remarkable is that a lot can be said about a graph by looking at its structure; and the evolution of the structure. For example, epidemiologists use graph structures to predict the spread of an epidemic. The very same model can be used to understand how wild fire spreads, as well as how to engineer a viral marketing campaign. The better we understand the structure of a system's graph, the more we can control it, predict it and analyze it.

Open Facebook Sandwich

According to The Art of Unix Programming by Eric Steven Raymond, the rules of open-source development are simple:

1. Let the source be open. Have no secrets. Make the code and the process that produces it public.
2. Release early, release often.
3. Reward contribution with praise.

In this case, Facebook deserves some praise: They released their Javascript library so that developers can embed apps in third-party web sites and have greater access the Facebook member and relationship information.

The implications for communities, networks, social enterprise and individuals is huge--access to one of the largest social networking platform in the world. It will be intriguing to see how Google's Open Social grows as a contender.

When Facebook first opened up its API in Fall of 2007, Worldchanging contributor, Jon Lebkowsky, observed that Google's collaboration with social network platforms to create Open Social:

Google's insight was that you could create a standard API that many social sites could adopt, so that developers could build applications to work across platforms. This would presumably stimulate innovations and make them more broadly available – great for users and second tier social networking sites, less great for Facebook (though in my opinion, anything that boosts social networking is good for anyone in that business).

Henry Blodget of Silicon Alley Insider sees the recent decision as another brilliant Facebook move but predicts that Facebook wants to resist going completely "open" and allowing members to export their information and relationships at will.

Facebook might lose its control over its core asset (the billions of relationships among its millions of members, a.k.a., the social graph). This move seems another smart step toward a hybrid strategy: Allow app makers (and Facebook) to extend social-graph functionality to the web, gather more app users, and recruit more members--but retain full control over the social graph itself.