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Debating Zittrain’s “The Future of the Internet” 06/20/2011

Posted by Derek Belt in Musings.
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Debating Jonathan Zittrain's "The Future of the Internet"
Jonathan Zittrain’s crystal ball does not paint a pretty picture. In The Future of the Internet: And How to Stop It, the author and professor of law at Harvard Law School explores a world ripe with possibilities yet riddled with controversy. Where the Internet succeeded in changing the way we communicate, Zittrain says it no longer functions as originally intended. It’s far too easily taken advantage of, he says, and the risks are beginning to outweigh the rewards. The “future” he is trying to stop is not merely one of open source ideals and generative technology, but of regulation, legislation and reform. “The solution,” he says, “is not to conscript intermediaries to become the Net police,” (Zittrain, p. 195). But what is the solution? Zittrain, who co-founded the Berkman Center for Internet & Society, does not fully explore possible solutions in The Future of the Internet. Instead, he wrestles with the possibility of a closed-network society that willingly sacrifices the freedom to innovate for security and peace of mind.

Though the generative qualities of the Internet initially gave way to stunning insight and earth-shaking innovation, it also spawned viruses, spam, hackers and worse. According to Zittrain, the government and/or corporate intermediaries—both of which loosely regulate the Internet nowadays—will move to strengthen the Net’s regulability and, thus, wield more control over it. This, he says, will destroy the generative Net as we know it. An “appliancized network” is a term Zittrain uses to describe technologies or networks that discourage or disallow tinkering. Generative technology, on the other hand, invites or allows modification. The latter, Zittrain says, is what makes the Internet function. He believes in the Net’s openness and feels we can preserve its generativity if we simply act fast.

To solve the problem, Zittrain proposes a “latter-day Manhattan Project, not to build a bomb but to design the tools and conventions by which to continuously diffuse one,” (Zittrain, p. 173). Essentially, he wants to make subtle changes to the Net’s so-called operating agreement and hold those accountable who would use it for ill intent. But it may be too late, as Zittrain himself points out at various points throughout the book. “Any comprehensive redesign of the Internet at this late stage,” he says, “would draw the attention of regulators and other parties who will push for ways to prevent abuse before it can even happen,” (Zittrain, p. 245). If governments and corporations enact legislation to preemptively stop bad things from happening, it will lead to a closed network and less innovation on the part of end users. This is not the future Zittrain wants to see.

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Clay Shirky – “Here Comes Everybody” 10/03/2010

Posted by Derek Belt in References.
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Clay Shirky – Here Comes Everybody

We Change Society
When we change the way we communicate, we change society. (Shirky, p. 17)

Sharing is Caring
We are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organizations. (Shirky, p. 20)

Breaking Down Walls
Most of the barriers to group action have collapsed, and without those barriers, we are free to explore new ways of gathering together and getting things done. (Shirky, p. 22)

When Will the Change Happen?
Group action gives human society its particular character, and anything that changes the way groups get things done will affect society as a whole. This change will not be limited to any particular set of institutions or functions. For any given organization, the important questions are “When will the change happen?” and “What will change?” The only to answers we can rule out are never, and nothing. (Shirky, p. 23)

Business As Usual
Anyone who has worked in an organization with more than a dozen employees recognizes institutional costs. Anytime you are faced with too many meetings, too much paperwork, or too many layers of approval … everyone complains about institutional overhead, without much hope of changing things. In that world (the world we lived in until recently), if you wanted to take on a task of any significance, managerial oversight was just one of the costs of doing business. (Shirky, p. 45)

Everybody Get Together
The collapse of transaction costs makes it easier for people to get together—so much easier, in fact, that it is changing the world. (Shirky, p. 48)

Rungs on the Ladder
You can think of group undertaking as a kind of ladder of activities, activities that are enabled or improved by social tools. The rungs on the ladder, in order of difficulty, are sharing, cooperation, and collective action. (Shirky, p. 49)

Bibliography

Shirky, Clay. Here Comes Everybody: The Power of Organizing Without Organizations. Penguin Group, 2008.

It’s not a revolution, it’s a change in scope and perspective 10/01/2010

Posted by Derek Belt in Reflections.
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A lot of what we’re grappling with here is scope and perspective. Scope being the general impact of the communications shift we’re seeing across the globe. We are moving away from a shout-it-out-loud, top-down marketing approach thrust upon us by big firms and mega media conglomerates, to a Summer of Love-style, let’s-talk-about-the-issues form of social communication. This change is huge-big as Kathy Gill likes to says. Perspective, of course, is what Charlene Li addresses in Open Leadership. With all of these new tools at our disposal, are we being diligent and asking the tough questions? For example, “Is this good for me?” Every company is different, every organization unique. We have to look at what matters most. Is it money? Is it engagement? Is it customer satisfaction?

There is a place for all of this in business and communications. But as professionals, we are responsible for sifting through the hype and determining which tactics are best for our companies, be it a one-person startup or a Fortune 500. I like the everyman that Clay Shirky portrays as the champion of social media in Here Comes Everybody. But I respect Malcom Gladwell’s take on “weak ties” being exactly that: weak. Is this a revolution? Or is it simply a shift in scope and perspective? Gladwell takes on Shirky in this fantastic article from The New Yorker.

Open Leadership has many case studies of social media success. These tools work for certain companies in certain situations. That’s the exciting part. What’s difficult is being on the inside with all of it at your fingertips and having the guts to say, “We actually don’t need to be on Twitter.” The opposite is true just as much: having the confidence to convince your boss that a company blog is a good idea. Scope and perspective. What does it mean to you?

Bottom line, learn as much as you can and make informed decisions. We’ve never had so many options. Understanding what’s out there is where the real power lies.

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