My lecture yesterday In bRussels, which is improved version of file uploaded before.
Transcript of Vub ecco gbi jv tdef
1. Structure for Collective Learning Organizationsand Connected
Collaboration- Fast and Upscalable Construction Setfor The
Connection Society-Ir. J.W. Jaap van Till, Professor Emeritus
Network ArchitecturesChief Scientist, Tildro Research B.V. , NL,
Europe&Sara C. Wedeman, PhDFounder, Behavioral Economics
Consulting Group LLCPhiladelphia, PA, USA1(cc) 2013 vantill @ gmail
com &sara @ behavioraleconomics . netECCO/GBI Seminar, VUB, May
3rd 2013, Brussels, Belgium, EuroEvolution, Complexity and
Cognition group (ECCO) andThe Global Brain Institute (GBI); Room
3B217, 14:00 16:00- How to construct Weavelet Lenses
forcollaboration and P2P Connectivism -43 pages
2. Abstract:There are an estimated 6 billion cellphones and
smartphones in use worldwide and about 3 billion people have fixed
or mobileInternet access. This results in a massive amount of
connections between people which has an impact on their life and
work and thepower they can summon together to get things organized
and done. This baffles traditional business types and politicians
whonotice that their vertically layered closed hierarchies can no
longer cope with complex environments and are outpaced
andoutsmarted by online P2P horizontally interconnected groups of
people, who co-create and learn together. Open organizations
withhigh quality external communication links. The research
question this lecture tries to help answer is: How are such wired
groupsstructured DISTRIBUTED and how can they function as one fast
responding organism which can scale up without centralcoordination
and without central leadership? After the urgency for
horizontalized organization and value chains is shown as oneof the
key to come out of the economic crisis, the key ingredients for the
line of thought are found in nature. All Living Systems, including
humans and groups of humans, can be described as functioning using
20 vital subsystems handling material, energy andinformation.
Recent discoveries in analysis of how the human brain may work
based for a big part on MRI scanning measurementsand neurobiology
& neuropsychology show that handling Patterns and matching
those with memory and expectations is basic. Youcan look with your
probably imperfect eyes but you see with the lenses in your brain.
You can listen with your ears but you hearwith your brain and
combine your thinking with other information patterns there. These
recent findings can be transposed on brain-like structures of
connected people using the Telescope Metaphor which can be extended
into a structure which processes imagesin parallel based on
orthogonal transforms. This is pre-correlation which simplifies
matching. This caters for the fact that with suchLens - holography
like structures everybody can see the whole picture and can
contribute to improvement of it and by combiningand synergy, help
to develop emergent models for decentral consensus, vision &
knowledge sharing, constructive solutions andactions. Maybe we will
find that swarms of bees and colonies of billions of bacteria have
used since millions of years the sameconnection structures to
organize collective intelligent collaboration, so why dont we do
that too using telecom- and computernetworks?This recently started
research, which has combined a number of well known scientific
findings, has important consequences foreffective and more flexible
organizations, new internet social media services and new political
structures (P2P Connectivism)connecting distributed independent
people& groups and the institutions needed in the networked
civil society and post-transitionco-creative economies. Not only
can such connected group Weavelet react very fast to unexpected
situations, it is resilient tofailing nodes and links and it can
learn and cope with imperfections, incompleteness. To paraphrase an
ancient philosopher: Sooutside, so inside the human brain: the
connections are the message.(cc) 2013 vantill @ gmail com &
sara @behavioraleconomics . net2
3. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net3Pub: April 25 2013The Impact
ofConnectivity,Digital revolution,Transformations.How?
4. Introduction: Network interconnection effects ?? At present
there are about 6 billion cell phones (including smart phones) and
about2.6 billion internet users active worldwide. Does that have
effects? Sure. It lowerstransaction costs, makes organizations more
transparent and allows new types ofcollaboration and network
effects with synergy. Example: At disasters like the big Sichuan
earthquake in central China in 2008volunteers reacted immediately
and coordinated aid and each other with TWITTERand Facebook, while
it took DAYS before the officials even published that theaccident
took place and came to the scene. Example: the sudden flashmob of
tens of thousands of young people eager toattend a party in Haren,
NL last year, because a girl had made the mistake to
inviteeverybody on FaceBook to her 16th birthday party.Did the
partygoers organize themselves before and after they arrived by way
ofnetworking? Yes they did. So did the hooligans in the sudden 2011
London riots.Can companies and institutions do so too, or will they
be outpaced and outsmartedinto irrelevance? So networking has
temporal (time) and spatial (distance) effects. Howcan we make use
of those to construct Collective Intelligent Organizations?Thus,
the questions are: How do groups of people harness the power of
Internet connections collectively ina constructive way to
collaborate? What can we learn from success stories so they will
help us create even more ofthem?(cc) 2013 vantill @ gmail com
&sara @ behavioraleconomics . net4
5. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net5Predators ?P2P Connectivism ! But how
does it coordinate, form a mind and soul?
6. The Trias Internetica: clustering of roles in the NetTech
Age [ van Till 1988, version Aug 6 2010aka the Trias
Telematica]CIVIL SOCIETY empowered Civiliansvolunteers Freedom of
Choice, user commonsmicrotransactionsvirtual communities distant
friend links, P2P, complexityhorizontal value chains, share
flockSynthesis > Synergy, distr. models*open source softw. dev.
contribu* ISOC IETF, organic growth* mashups, self org. swarmsLong
time- general interest of publicSTATE
GovernmentsInstitutions(unipolar extreme:bureacratic vertical
hierarchycontrolaholicism)Reliability andEquality intreatment by
LawMKT BusinessesEnterprisesThe power of EBITDARisk/ Reward
vent.PartnershipsBrotherhoods(unipolar extreme:dominant
monopolies)The power of ideasand know howshared in COMMONSwith fast
learningThe power of position(unipolar extreme:selfcentered,
intolerance,isolation)[ Separation of State
Powers(Montesquieu)]executivelegislative judiciarySynthecracy
7. (CC) 2012 vantill (at) gmail (dot) comDe Lof der
Ongehoorzaamheid 7The Present Crisis (2000 now) a transition
between eras? no: HALFWAY
8. (CC) 2012 vantill (at) gmail (dot) comDe Lof der
Ongehoorzaamheid 8DEPLOYMENTINSTALLATIONWe are hereCreative
destructionLearning the newunlearning the oldA greatmarket
experimentLed byfinancialcapitalEnding ina stock
marketcrashINSTALLATIONCreativeconstructionLed byproduction
capitalApplying the paradigmto innovateacross all sectorsand to
spreadthe social benefitsmore widelyUntil maturityand
exhaustionDEPLOYMENT???2O - 30 years2O - 30
yearsMajortechnologybubblebig-bang
Nextbig-bangTimeDegreeofdiffusionofthenewtechnologicalpotentialThe
first half sets up the infrastructure and lets the markets pick the
winnersthe second half reaps the full economic and social
potentialEACH TECHNOLOGICAL REVOLUTION PROPAGATES IN TWO DIFFERENT
PERIODSTurningPointUncertainty,institutionalrecompositionandroleshiftCarlota
Perez [11-13]
10. (CC) 2012 vantill (at) gmail (dot) comDe Lof der
Ongehoorzaamheid 10THE NEW vs. THE TRADITIONAL PARADIGM ( Perez
[12]A RADICAL AND DIFFICULT SHIFT IN MANAGERIAL COMMON SENSE (part
1)CONVENTIONAL COMMON SENSENEW EFFICIENCY PRINCIPLES
ANDPRACTICESCOMMAND ANDCONTROLCentralized commandVertical
controlCascade of supervisory levels"Management knows best"Central
goal-setting and coordinationLocal autonomy/Horizontal
self-controlSelf-assessing/self-improving unitsParticipatory
decision-makingSTRUCTURE ANDGROWTH Stable pyramid, growing in
height andcomplexity as it expandsFlat, flexible network of very
agile unitsRemains flat as it expandsPARTS ANDLINKS Clear vertical
linksSeparate, specialized functionaldepartmentsInteractive,
cooperative links between functions,along each product lineSTYLE
OFOPERATIONOptimized smooth running organizationsStandard routines
and procedures"There is one best way"Definition of individual
tasksSingle function specializationSingle top-down line of
commandSingle bottom-up information flowContinuous learning and
improvementFlexible system/Adaptable procedures"A better way can
always be found"Definition of group tasksMulti-skilled personnel/Ad
hoc teamsWidespread delegation of decision makingMultiple
horizontal and vertical flowsPERSONNEL ANDTRAINING Labor as
variable costMarket provides trained personnelPeople to fit the
fixed postsDiscipline as main qualityLabor as human capitalMuch
in-house training and retrainingVariable posts/Adaptable
peopleInitiative/collaboration/motivation
11. 1.What is the Problem: the ComplexiTimes of2013Old
hierarchical organizations can no longer cope. (NapoleonsArmy)
Closed, Simplifications(cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net11 Too many levels of management Decisions
Too slow (reaction time) Inward looking Command & Control
Endless meetings, present/approval Filtering (bits, simple, good
news) Upwards information (aggregates) Downwards: instructions No
overviews, no explanations Could not communicate withlower layer
employees NOW WE CAN !! (networked transparency) Central Overview
(model) Too simple Out of touch with reality (bus. process)
Confirmation of working model only(prejudices); Push R&D market
Cannot cope with unexpected surprises Vulnerability Organization
does not Learn, innovate Talent and creativity wasted Does not
scale up well Cannot cope with diversity Middle management, admin
jobs ?? Competing silos, power struggles, nonsharing, does not
work. Both young & innovative ignored,excludedBusiness
ProcessRealityComplexitySilos
12. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . netCollective mind? NATURE at work !!!12
13. (cc) 2013 vantill @ gmail .com &sara @
behavioraleconomics .net132. How have Nature and Evolution solved
this problem? The Weave http://wp.me/p2guJP-7xLiving Systems Theory
[J.G. Miller, 1978] is a general theory about the existence of ALL
living systemsthat interact with their environment. They exist at 8
"nested levels of principal components:(* = examples on next
pages)cell, organ *, organism *, group, organization*, community,
society, and supranational systems.humans * ?? ?? ?? New LIFE forms
??The 20 vital subsystems and processes of all living systems
arranged by aggregation/analysis/corr/desINPUT THROUGHPUT - OUTPUT
processes of energy, matter and information:Input stage A: sensors
Processes which take place in the Systems Input Stageinput
transducer: brings information into the system ingestor: brings
material-energy into the system.Processes (FUNCTIONS) which take
place in the Systems Throughput Stage B information
processes:internal transducer: receives and converts information
brought into system channel and net:distributes information
throughout the system decoder: prepares information for use by the
systemtimer: maintains the appropriate spatial/temporal
relationshipsassociator: maintain appropriate relationships between
information sources memory: ??stores information for system use
decider: makes decisions about various system operations ??encoder:
converts information to needed and usable form((material-energy
processes: reproducer: boundary: distributor: producer: m-e
storage: motor:system supporter: provides physical support to the
system))Processes which take place in the Systems Output Stage C
output transducer: handlesinformation output of the system
extruder: handles material-energy discharged by the system,
actuators.
14. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net143.1 Example of One Organism which
consists of connected multitude of individual living beings(aka
slime mold). Slime Mould: whole structure can move in the direction
of food source(s) byextending networks of pulsating cells, which
sense the environment and interconnect (by touchand vibration).Each
cell can move independently. [http://www.bbc.co.uk/nature/19846365
Oct 9 2012]Multicellular, similar behavior: organic growth of
powergrids,anthills, beehives, schools of fish, flocks ofbirds,
herds, internet
15. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net15Example of One Organism which consists
of connected multitude of individual living bein[5]= Eshel
Ben-Jacob et.al.Bacteria docommunicate - bytouching neighborsand do
cooperate -both within and betweenspecies-
16. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net16Mayer, R. E. (2001). Multimedia
learning. New York: Cambridge University Press.Human BRAINJeff
Hawkins and Sandra Blakeslee; On Intelligence, (2005 )
http://www.onintelligence.org/about.phpArtificial Intelligence is
on wrong track, BRAIN manipulates not info but Patterns.We look
with our eyes, but see with our brain,We hear with our ears, but
listen with our brain. > understand, feel, know, imagine, actAnd
other senses: touch, smelltaste. that combine with them
17. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net 173.3 Example of One Organism which
consists of connected multitude of individualliving cells Human,
Human Brain visual systemSensors and preprocessing in the efor edge
detection and movement dOur oldest ancestor 500 M yearsago:
Platynereis (Ragworm) hadtwo eyes to swim in direction of food
18. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net18Visual system (cont.)You look with the
LENSES in your brain!Two eyes result in depth perception,
how?Handles Patterns instead of data
19. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net19Visual system (cont.)[Antonio Pasolini,
Maps provide most detailed look ever at how the brain organizes
visualinformation;UC Berkeley, December 27, 2012]Aggregation and
categorization by RLR into 1700 semantic clus
20. (cc) 2013 vantill @ gmail .com &sara @
behavioraleconomics .net20Visual system (cont.) Visual Cortex V1/2?
All over the place: 20% of Cerebral CortexBrain handles Patterns!
Computer AI, robots do not. >> Neural networks (Kurzweil,
Goo[Pasolini, cont.] Principal Component Analysis (orthogonal
transform) was used to correlate the set ofobservations from many
study subjects into one common Semantic Space. Whole cortex,
wholebody!!
21. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net21Locations (nodes) and Connections
(links) are Dual: Connectome of the Brain?Like DNA Genome map?
(Seung)Three huge Brain research projects: EU, Google, USA Patterns
? Structures?
22. CooperativeNETWORKcanscale!SynergyDifferentangles!The
Telescope Metaphor: a better picture for ALL, by Synthesis<
distance >Max. Size.Does not scaleIssues:- Simple- Linear-
StaticIssues:- Complex- Non linear- DynamicVirtualLensHow
patterns???????(cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . netEarlier publication:
http://www.vantill.dds.nl/democracy.htmlhttp://www.vantill.dds.nl/synthecracy.pdf22
23. The Telescope Metaphor: a better picturefor ALL by network
sharing ofcontributions on Internet, social networksDifferent
angles ! Unique contribution< distance > -------->
Resolution, pattern contrast< number of telescopic sensors>
---> pattern definition HDRArray telescopes (LOFAR)Grid IT CAN
SCALE UP !!ClustersCORRELATION N factorial CombinationsPattern
Recognition and matchingNETWORK Network Lenses ??technology and
groups of humansIt can coordinate, inform, self organizeP2P
collaboration, creating valueCollective intelligence ??(cc) 2013
vantill @ gmail com &sara @ behavioraleconomics . netHDR = High
DynamicRange in image23
24. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net24New Organizational Paradigm: The
Structure of a WeaveletThe Organization as a LENSfor sharing and
circulation of patternsAggregation fromOpen sensorswith
uniqueperspectives &contributionsDisaggregation toOpen
actuatorsorthogonaltransforminversetransformCorrelation, matching,
decisionfiltering, association, memoryCooley-Tukey
algorithm(Gauss): Gabor wavelets,Fourier Transform, Walsh-Hadamard
Tr, Karhunen-Love Transformpatterns:hologramsAll informationis
nowhere andevery-where.Feedback loopsDecisions spreadover the
wholenetworkKarass(Vonnegut)Can cope withcomplexitydiversity
anddynamicecologiesFast AND slow, (pre) learned patterns are
prepared to match very fast from incompleteand act
immediately.Memory from experiences and Memory of the future:
scenarios, dreaming, imaginationButterfly Structure:
25. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net25New Organizational Paradigm : The
Structure of a WeaveletYes, it can scale up, self organizes. Fast
parallel pattern recognition (incomplete matDistributed:EveryKarass
can:recommend,confirm,verify ANDnoticesignificantdifferencesdecide,
act,combine,mix, createbend light,zoom in,focus, hasoverview,feed
backP2PConnectivityOPENSynthesisValue creationSynergyInnovationVery
resilientContributionsFractal unfolding
repetitionDISTRIBUTEDTransparentEverybodycan
seeeverythingPluriformDiverseFunctionsas ONEorganism
26. What happens at the Transformed Plane? All of the
information is available there (halfway theWeavelet) to make
spatial (3D) models, for handling Depthand Proportions, and
temporal (time: 4D) models ofmovements etc. to act upon. The
patterns are distributed, stored and manipulated all overthe
Weavelet by multiple feedback loops in contact with theecology
around it. So collective and individual decisions andactions can be
taken.Physical evidence: In optics halfway behind the lens thereis
the FFT Transform plane. The image is fuzzy there, whileon the
Focal plane it is sharp. Jumping spiders have 4distinct
photoreceptor layers in their eyes, they can judgedistance to jump
by processing the difference betweendefocused and focused
layers.http://www.livescience.com/18143-jumping-spider-unique-vision.html(cc)
2013 vantill @ gmail com &sara @ behavioraleconomics .
net26
27. Temporal and Spatial Correlation(cc) 2013 vantill @ gmail
com &sara @ behavioraleconomics . net27RedSquare,Circa
1950Present-dayRed SquareSource: @foquasa on InstaGram
28. Al-Qaida ? Organized crime ? Mafia ? Banksters (too big to
jail)? Open Source Intelligence OSInt, Transparency ?? The
Pentagons project Data-to-Decisions (D2D) Funnelvision.org
concensus and shared vision building, Stephan Verveen Anonymous ?
The little brothers are watching too ! Open Science projects
Mathematics solutions crowdsourcing Open Access and Creative
Commons P2P Foundation, people, Wisdom of the Commons Smart
Communities, Netention, open source dev Stymergy instead of
Hierarchy Google ++ & Ray Kurzweil ? Social Media like Twitter
++, viral success of InstaGram with for eachphotographer a Karass
of thousands of followers and following Europe Spring ? Unions 2.0
? Pirate Parties: Liquid Democracy loops Big Data, Business
Intelligence Singularity ?? Shared minds !! Civil Society (Trias
Internetica) Phyles, Commons, Cooperatives Nature at work ?? Will
bacteria beat us?(cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net28If you think the functions of Weavelet
structures are mysterious,take a closer look at how the following
organizations operate (or are preparing
tSpreadAllOverTheInternet
29. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net29The Cynefin Framework, from
predictable- to very turbulent environments
30. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics .
net30http://komplexeprojekte.blogspot.ch/2013/04/the-cynefin-framework-and-emotional.htmlAuth:
Philipe Valat
31. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net31
32. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net32www. Holacracy.orgsocial technology
forpurposeful organization
33. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net33Personal Learning curve of Maslow
Levels ? Incomplete !!
34. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net348. Transpersonal, Global
survival,concern for the environment7. Personal Freedom6.
Humanistic empowerment. 60s human potential5. Materialistic
Capitalistic, entrepreneurs4 Middleclass, RELIGIOUS conformists3.
Egocentric (Now!) hoodlums, lone wolves2. Tribes, Gangs1. Hunter
gatherersself interest Group common interestLearning Curves:
Escalators (can not skip)Graves Values Model: Meta personal growth
Model (not a race!)(incomplete and simplified)Fewer people ^, <
wider view >Different people can see different
thingsconfirmation, filters9, 10, 11 ?
35. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net35What will the future maybe look like :
Fractal repetition of the Internet paradigm, JvT
2000(Planet)InterNetIcorporateintraNetE-commerceLANOfficeE-business,
I-Org IIHome IIIPerson IVcomputers(mobile) devicessingle
useM2MBluetoothSMSZigBee..N2G GSM3G UMTSWLANWi-Fi4G LTEIEEE
802.11ac ..NMACROCELLSFEMTOCELLSSMALLCELLS+
hotspotsMETROCELLStrainst, airport, CampusField enclosed in room+
POFTV toestellenDiversity of circumstances and scales +
interconnected ( next: The Internet of Things)[Internet, + energy +
goods] as a lifeform: The Weave MODEL(weavelets are fractal
too)
36. Examples of Successful Working ConstructiveWeaveletsFiduci
! Flashmobs Bitcoin Collection and aggregation of pictures and
videos Boston Bombing Wikipedia, Google, Facebook, Twitter,
InstaGram AmberAlertNederland.nl Self organizing Phyles, commons
and cooperatives (see P2PFoundation.org) New Education: Moocs,
learning in the digital age Connectivism by GeorgeSiemens and
Stephen Downes (connecting the dots) see: Susan Bainbridge
Cascadia, Corridoria Singularity.U University ventures The Maker
Movement BuurtZorgNederland.com AmsterdamSmartCity.com(cc) 2013
vantill @ gmail com & sara @behavioraleconomics . net36
37. (cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net37Symbol of P2P Connectivism: The
Connected Liberty Ladies. Jaap van Till 2009
38. ConclusionsWe believe that weavelets - self-forming
alliances of individuals, connected throughchannels made possible
by advanced computing and communications technology presage a sea
change in the evolution of the species. These groups,
interconnected inways that mirror the patterns of living systems,
can achieve fast, orthogonaltransformations (like the FFT), at a
level never before possible. Using distributed modelsof thought and
action, following maps hidden in plain sight in the natural world,
they willhave the ability to collaborate quickly, seamlessly, and
in service to the goal of bringingwhat Amartya Sen1 has called The
Five Freedoms to all present and future travellers onthis
beautiful, blue-green planet.Groups of people with a connected
structure and distributed actions and decision powercan have an
emergent mind and soul which is everywhere & nowhere like a
hologram, alife form which will be part of the Global Brain This
may be the next evolutionary leap of life forms and may bring us in
the Era of Ideas [Bommerez]See my blog:
the-future-of-internet-the-Weave/ Maybe this leap is part of the
Singularity. Remember that nature has done such leaps before.
Jeffrey Sterling wrote in a recent mail message: Myfavorite book on
the subject is Earthdance by evolutionary biologist, Elisabet
Sahtouris which covers the entireevolution of life on Earth.
Chapter 11 of the book is called the Big Brain
experimenthttp://www.ratical.org/LifeWeb/Erthdnce/chapter11.html.
Toward the end of that chapter, Dr. Sahtouris makes this
observation. "Particularly interesting is the fact thatbacteria
invented communications systems prior to organizing themselves into
nucleated cells, and thatnucleated cells invented intercellular
communications systems before organizing themselves into
multi-celledcreatures. This is how the Internet will play out its
enormous role."(cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net 381 Sen, Amartya 2000, Development as
Freedomhttp://www.amazon.com/Development-as-Freedom-Amartya-Sen/dp/0385720270
39. Future research Weavelet-like structures and its functions
can help to explain how emergentbehavior in groups of massively
interconnected animals work. Imagine that the recently discovered
underground interconnections by fungus wiresbetween trees in a
forest would lead to a collective mind and spirit, in
combinationwith changes in genes (changes DNA) ?? It might give
Telecom Operators, ISPs and Internet network providers incentives
todefend, preserve and strengthen Internet as a Web of Life.
Imagine what would happen if the users of InstaGram, PhotoSynth and
Layarwould interconnect APPs and clouds; and form a collective
intelligent Weavelet?!Challenge 1. Will weavelet-like organization
structures enable society tocreate new jobs and work for middle
class workers with unique skills?Challenge 2. We suspect that
combinations of [pinecones, cacti, LOFAR array radiotelescope
math., Ben-Jacob bacteria growth, Fibonacci/ golden mean, galaxies]
will showhow weavelets will further unfold into 3D,4D,5D spirals.
Are galaxies life forms too?Lecture invitations and (any type of)
funding for further research would be mostappreciated.(cc) 2013
vantill @ gmail . com &sara @ behavioraleconomics . net39
40. (cc) 2013 vantill @ gmail com &sara @
behavioraleconomics . net40AcknowledgementsWith thanks to the ideas
of Jan Noordam (ASTRON), Karl Pribram (HolonomicModel), Michel
Bauwens (P2P Foundation), Bill St.Arnaud, Martin Nowak,Sheldon
Renan, Gordon Cook, Paul Budde and many constructive others in
ourKarass.And thanks to Carlota Perez, Pierre Lvy and Eshel
Ben-Jacob for theirencouragement.Thanks especially to Lisa Sterling
and Jeffrey Sterling (Cascadia) for theirencouragement and generous
support.This research project is dedicated to the late AaronSwartz
RIP, in the hope that it can help forward hisdream of us all making
the transformation fromcentralized systems to open P2P networked
distributedcooperation, including and feeding the wide variety
oflong tail pluriform interests.
42. Bibliography:* James Grier Miller, (1978). Living systems.
New York: McGraw-Hill. ISBN 0-87081-363-3,also see Wikipedia
biography about him: living systems theory (link below)* Dean
Gengle; The Netweavers Sourcebook 1984.* Carlota Perez.
Technological Revolutions and Financial Capital: The Dynamics of
Bubbles andGolden Ages. London: Elgar 2002. (ISBN 1-84376-331-1)*
Karl H. Pribram; Holonomy and Structure in the Organization of
Perception.In: John M Nicholas(Hrsg.): Images, Perception, and
Knowledge. 1977, S. 155185.* Jeff Hawkins and Sandra Blakeslee; On
Intelligence* Jacques Kemp, Andreas Schotter and Morgen Witzer;
Management Frameworks: Aligning Stategic Thinkingand Execution ;
2012* Eric Schmidt and Jared Cohen; The New Digital Age: Reshaping
the Future of People, Nationsand Business (April 25 2013)* Edward
O. Wilson The Social Conquest of Earth (2012). About group
selection and Social Evolution(Martin A. Nowak).Further links:About
the origin of the Lens metaphor:
http://en.wikipedia.org/wiki/Main_PageAbout the Living Systems
theory: http://en.wikipedia.org/wiki/Living_systems and
http://www.panarchy.org/miller/livingsystems.htmlAbout Brain
connectivity research: Ray Kurzweil (now at Google Research) see
book reviews:
http://www.amazon.co.uk/How-Create-Mind-Thought-Revealed/dp/1469203847About
orthogonal spatial image transforms:
http://en.wikipedia.org/wiki/Cooley%E2%80%93Tukey_FFT_algorithmAbout
convolution and cross-correlation:
http://en.wikipedia.org/wiki/Convolution_theorem and
http://en.wikipedia.org/wiki/Cross-correlationAbout a number of
types of organizations: P2Pfoundation.org Synthetic overview of the
Collaborative Economy(cc) 2013 vantill @ gmail com & sara
@behavioraleconomics . net42
43. BioJaap van Till; also known as: ir. J.W. Jaap baron van
Till, prof. emeritus computer network infrastructures and social
media; ischief scientist of Tildro Research B.V. in the
Netherlands.He is active as a network architect in leading edge
corporate- and public telecom networks for FttH and mobile internet
access.Jaap graduated at the Delft University in information theory
and pattern recognition. He worked as electronics
engineerinstrumentation, computer- and telecommunication at the
AKZO Research laboratories and companies in Europe. Later he
workedat James Martin Associates and became partner at Stratix
Consultants BV as network architect for large company networks
formultinational businesses and gov. ministries. He helped for
instance to design and implement the very broadband (now with
40Gbps fiber optic links) National Research and Education Network
(NREN) of SURFnet in the Netherlands, from where studentsget
100/100 Mbps internet access in their rooms.He was part time
professor company networks and Internet at the Delft University and
part time professor telecommunicationtechnology at the HAN
Polytechnic in Arnhem. Jaap is a frequent lecturer and visiting
professor at universities and businessschools in France, Indonesia,
Lithuania, Ghana, Belgium and the Netherlands.His main subject of
research is economic, organizational and social effects of social
media & internet. His mail adress is:vantill (at) gmail and
blogsite: http://TheConnectivist.wordpress.com/More info about the
ECCO seminar program: http://ecco.vub.ac.be/?q=node/108(cc) 2013
vantill @ gmail com & sara @behavioraleconomics . net43