Woods Hole, MA, USA, June 2010: Noam Chomsky answers Z Media Institute student questions about a wide range of topics: climate change, Moaist rebels in Indias tribal areas, health care etc
Noam Chomsky answers ZMI student questions at Woods Hole library from Permaculture Cooperative on Vimeo.
Noam Chomsky ZMI student questions p2 from Permaculture Cooperative on Vimeo.
What new ways of gathering and presenting information are evolving from this nexus of government openness and digital connectedness?
An underlying goal of the Open Government Initiative is to change the culture of information dissemination, institutionalizing a preference for making Federal data more widely available in more accessible formats. As one of the flagships of the Open Government Initiative, Data.gov is designed to facilitate access to Federal datasets that increase public understanding of Federal agencies and their operations, advance the missions of Federal agencies, create economic opportunity, and increase transparency, accountability, and responsiveness across the Federal Government – i.e., “high value” datasets. The Open Government Directive specifically required agencies to register at least three new high-value datasets on Data.gov by January 22. While many of the datasets submitted to Data.gov both before and after the January 22 deadline are high-value, agencies have reported those datasets denoted by asterisks in the tables below as new “high value” datasets in accordance with Open Government Directive provisions.
Source: Data.Gov
Linda Fantin and Ellen Miller, with moderator Chris Csikszentmihalyi
In December, the Obama administration directed (Open Government Directive) federal agencies and departments to implement “principles of transparency, participation, and collaboration,” including deadlines for providing government information online. At the same time, citizens and journalists are developing new technologies to manage and analyze the exponential increase in data about our civic lives available from governmental and other sources.
Our speakers Linda Fantin, director of public insight journalism at Minnesota Public Radio and Ellen Miller, executive director of the Washington-based Sunlight Foundation, will explore this and related questions. Chris Csikszentmihalyi, director of MIT’s Center for Future Civic Media, moderates the discussion.
Source: MIT Tech TV
Transparency and Open Government
Memorandum for the Heads of Executive Departments and Agencies
SUBJECT: Transparency and Open GovernmentMy Administration is committed to creating an unprecedented level of openness in Government. We will work together to ensure the public trust and establish a system of transparency, public participation, and collaboration. Openness will strengthen our democracy and promote efficiency and effectiveness in Government.
Government should be transparent. Transparency promotes accountability and provides information for citizens about what their Government is doing. Information maintained by the Federal Government is a national asset. My Administration will take appropriate action, consistent with law and policy, to disclose information rapidly in forms that the public can readily find and use. Executive departments and agencies should harness new technologies to put information about their operations and decisions online and readily available to the public. Executive departments and agencies should also solicit public feedback to identify information of greatest use to the public.
Government should be participatory. Public engagement enhances the Government’s effectiveness and improves the quality of its decisions. Knowledge is widely dispersed in society, and public officials benefit from having access to that dispersed knowledge. Executive departments and agencies should offer Americans increased opportunities to participate in policymaking and to provide their Government with the benefits of their collective expertise and information. Executive departments and agencies should also solicit public input on how we can increase and improve opportunities for public participation in Government.
Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperateamong themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation.
I direct the Chief Technology Officer, in coordination with the Director of the Office of Management and Budget (OMB) and the Administrator of General Services, to coordinate the development by appropriate executive departments and agencies, within 120 days, of recommendations for an Open Government Directive, to be issued by the Director of OMB, that instructs executive departments and agencies to take specific actions implementing the principles set forth in this memorandum. The independent agencies should comply with the Open Government Directive.
This memorandum is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by a party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
This memorandum shall be published in the Federal Register.
BARACK OBAMA
Source: White House
The Fab Academy provides instruction and supervises investigation of mechanisms, applications, and implications of digital fabrication.
Just as communications and computation went from analog to digital, resulting in PCs and the Internet, the digitization of fabrication is leading to personal fabricators that will allow anyone to make almost anything, anywhere. The development of digital fabrication is based on creating codes that don’t just describe things, they are things, much as proteins are coded in molecular biology. This research roadmap is ultimately aiming at a Star Trek-style replicator, but prototype versions of these capabilities are already available in field “fab labs”.
Fab labs began as an outreach project from MIT’s Center for Bits and Atoms (CBA), and spread around the world. The Fab Academy was launched to provide access to advanced instruction for students in these labs exceeding the educational resources locally available to them. It links groups of students and instructors in fab labs, with online video collaboration and lectures by a global faculty. Unlike remote instruction from a central campus, the digital fabrication tools in a fab lab effectively allow the campus to come to the student, for distributed rather than distance education.
Source: Fab Academy
How can you know when someone is bluffing? Paying attention? Genuinely interested?
The answer, writes Sandy Pentland in Honest Signals, is that subtle patterns in how we interact with other people reveal our attitudes toward them. These unconscious social signals are not just a back channel or a complement to our conscious language; they form a separate communication network. Biologically based “honest signaling,” evolved from ancient primate signaling mechanisms, offers an unmatched window into our intentions, goals, and values. If we understand this ancient channel of communication, Pentland claims, we can accurately predict the outcomes of situations ranging from job interviews to first dates.
“Honest Signals: How They Shape Our World”
Professor Alex (“Sandy”) Pentland, is a leading figure at the MIT Media Lab and is a pioneer in the fields of organizational engineering, mobile information systems, and computational social science. He co-directs the Digital Life Consortium, a group of more than twenty multinational corporations exploring new ways to innovate, and oversees the Next Billion Network, established to support aspiring entrepreneurs in emerging markets. In 1997 Newsweek magazine named him one of the 100 Americans likely to shape this century.
This event took place on November 19, 2008
Design thinking is a process for practical, creative resolution of problems or issues that looks for an improved future result.[1] It is the essential ability to combine empathy, creativity and rationality to meet user needs and drive business success. Unlike analytical thinking, design thinking is a creative process based around the “building up” of ideas. There are no judgments early on in design thinking. This eliminates the fear of failure and encourages maximum input and participation in the ideation and prototype phases. Outside the box thinking is encouraged in these earlier processes since this can often lead to creative solutions. In organization and management theory, design thinking forms part of the A/D/A (Architecture/Design/Anthropology) paradigm, which characterizes innovative, human-centered enterprises. This management paradigm focuses on a collaborative and iterative style of work and an abductive mode of thinking, compared to the more traditional practices associated with the traditional M/E/P (Mathematics/Economics/Psychology) management paradigm. [2]
Source: Wikipedia
Not so long ago, Tim Brown recounts, designers belonged to a “priesthood.” Given an assignment, a designer would disappear into a back room, “bring the result out under a black sheet and present it to the client.” Brown and his colleagues at IDEO, the company that brought us the first Apple Macintosh mouse, couldn’t have traveled farther from this notion.
At IDEO, a “design thinker” must not only be intensely collaborative, but “empathic, as well as have a craft to making things real in the world.” Since design flavors virtually all of our experiences, from products to services to spaces, a design thinker must explore a “landscape of innovation” that has to do with people, their needs, technology and business. Brown dips into three central “buckets” in the process of creating a new design: inspiration, ideation and implementation.
Design thinkers must set out like anthropologists or psychologists, investigating how people experience the world emotionally and cognitively. While designing a new hospital, IDEO staff stretched out on a gurney to see what the emergency room experience felt like. “You see 20 minutes of ceiling tiles,” says Brown, and realize the “most important thing is telling people what’s going on.” In a completely different venue, IDEO visited a NASCAR pit crew to come up with a more effective design for operating theaters.
After inspiration comes “building to think:” often a hundred prototypes created quickly, both to test the design and to create stakeholders in the process. Says Brown, “So many good ideas fail to make it out to market because they couldn’t navigate through the system.” IDEO counts on storytelling to develop and express its ideas, and to buy key players into the concept. Finally, IDEO relies on constantly refreshing its sources of inspiration by bringing in bold thinkers to campus, and increasingly, focusing on socially oriented design problems.
Source: MITWORLD
The President challenges America to lead the global economy in clean energy in order to create new jobs at home, free us from dependence on foreign oil, and make us more secure. October 23, 2009
(public domain)
Source: Whitehouse
Cartagen 0.5 Demo from Jeffrey Warren on Vimeo.
The Cartagen project is led by researchers at the MIT Media Lab in Cambridge, Massachusetts, USA, but we welcome contributions from anyone.
Cartagen is a vector-based, client-side framework for rendering maps in native HTML 5. Written in JavaScript, it uses the new Canvas element to load mapping data from various sources, including OpenStreetMap.
In short, Cartagen lets you make beautiful, customized maps with a simple stylesheet.
Maps are styled with Geographic Style Sheets (GSS), a cascading stylesheet specification for geospatial information – a decision which leverages literacy in CSS to make map styling more accessible. However, GSS is a scripting language as well, making Cartagen an ideal framework for mapping dynamic data. See About Gss and Gss Usage for more on GSS.
Mobile devices and networks have made possible distributed reporting of geographic and temporal data, from unfolding natural disasters to organizing protests in real time. Cartagen allows users to integrate real time data streams and display them in novel ways.
Cartagen can display maps that change based on live data streams.
It also offers the possibility of rendering OpenStreetMap data which is not currently efficient with tile-based systems – such as authorship and time data. A simple but useful example is that Cartagen can show live OpenStreetMap data – in the sense that viewers see edits occurring in real time, with no rendering load on the server.
With powerful mapping tools such as these, there is an opportunity for users to create their own maps – not just pushpins and overlays, but completely designed maps which incorporate rich and dynamic data, and most of all maps which tell stories. Instead of a single canonical map for everyone, individuals and communities can make locally and personally relevant maps.
Source: Cartagen Wiki
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