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My keynote slides from #DConf13 given independently on Spaghetti Westerns, the Experience API™ and Creating Things that Matter. While I provide support to the Advanced Distributed Learning (ADL) ...

My keynote slides from #DConf13 given independently on Spaghetti Westerns, the Experience API™ and Creating Things that Matter. While I provide support to the Advanced Distributed Learning (ADL) Initiative, the views expressed here are my own and do not necessarily represent the views or policies of ADL.

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  • Western films often tell stories about the conquest of the wilderness and the subordination of nature, in the name of civilization, or the confiscation of the territorial rights of the original inhabitants of the frontier.
  • Western heroes are often local lawmen, ranchers, army officers, cowboys or a skilled, fast-draw gunfighter. They are normally persons of integrity and principle - courageous, moral, tough, solid and self-sufficient, maverick characters (often with trusty sidekicks), possessing an independent and honorable attitude (but often characterized as slow-talking).
  • demythologized conventions of US-made Westerns, exposed dualities challenged a status quo
  • Moving away from organizing digital information with files and folders. Moving towards organizing information by people, places and shared experiences. A core tenet of this idea was that learning is a verb, not a noun.
  • Looking at the work done by Dee Hock at Visa in the late 1960s and 1970s, I spoke with people who architected Visa’s successful plan, specifically a gent named Joel Getzendammer, and it came down to thinking about a self-organizing system of “agreements.”Two distinct meanings, both of which are essential to the success of human systems. More on this in the next part of this talk. For now, let’s just stick with that if we were going to be true to our notion that we wanted to organize information by people, places and shared experiences as opposed to files and folders, we would also want to architect a network of services and systems that behaved the way human networks (families, teams, organizations) work – which is that there are some things that are implicit and subject to change over time, and there are some rules that reinforce those things, which from time to time need to change too.
  • So, let’s go back to what I’m sure made your head itch… a chaordic model for human systems.Learning a lesson from what followed from SCORM, there was an assumption that the use of a standard, in practice, is only as true to the standard, in principle, as people wish to be.So… consider the definitions of “agreements,”The first definition emphasizes a state of relationship that already exists. The harmony of opinion or feeling can be the result of a common process or it can be accidental.  It can be trivial or profound.  Formally acknowledged or implicit.  A logical conclusion or an unarticulated sense of things.  It doesn’t even have to be fully recognized by the parties.  It just has to be a fact that is for all intents and purposes, shared.The second meaning of agreement is defined by the process that gives rise to it (negotiated) and the form it takes (arrangement).  It is focused towards the future, maintaining alignment over time.  It is tested in action, not just in spirit.  It can be legally binding among different parties.Hence, these two definitions aren’t mutually exclusive. The most easily reached agreements (second definition) are those based on already existing agreement (first definition).  Orgs function smoothly when there is significant agreement (first definition) among members, with a sufficient number of agreements (second definition) to deal with outliers and free-riders.Agreement (first definition) can’t be imposed.  It is either present or it isn’t and It can change over time. it’s often hard to tell whether agreement is real, since it is based on an internal state of mind.  People can have an incentive to have others think they are in agreement when they’re really not.Agreements (second definition) are designed to be enforceable in some way, take for example “conformance” to a spec. Some action is taken, or it’s not.  There are objective tests whether an agreement is kept. It’s hard to specify all of the desired actions prior to an activity, especially a complex one.  So, again, it’s highly valuable to have agreements (first definition) backing up agreements (second definition).
  • We can’t make things that trap us into one way of thinking and later encourage us to stop innovating until we, again, completely reinvent how we do things. Learning from the people and policy implications from SCORM, for a community effort to be alive, there had to be an understanding that we could break the rules we imagined that came with SCORM, and create anew – recognizing that in five years or so someone else may come along with a new idea to respond to all the unintentional challenges we created, and we should make it easier for them to make things better.
  • Russell Duhon, Andrew Downes, Megan Bowe, Ingo Dahn, Ben Clark,
  • NASA, the FCC, the Open Government Platform and The White House all have more people favoriting and forking certain projects of theirs. In terms of the number of active contributors outside of government (especially outside of the US), the Experience API fares pretty close to even with these bigger guys, also about third place (and arguably better depending on how you want to define “opengov”)

The API With No Name Presentation Transcript

  • 1. THE API WITH NO NAME SPAGHETTI WESTERNS, THE EXPERIENCE API™ AND CREATING THINGS THAT MATTER. @AARONESILVERS #DCONF
  • 2. PLOT POINTS  THE EXPERIENCE API IS A MEANS TO BOTH DESIGN AND PROVIDE FEEDBACK THAT MATTERS.  THE EXPERIENCE API IS A RESPONSE TO THE WAYS WE CURRENTLY LEARN, WORK AND PERFORM.  THE EXPERIENCE API IS FOR PEOPLE WHO WANT TO CREATE SOMETHING “BETTER,” NOT FOR PEOPLE REINFORCING THE STATUS QUO.
  • 3. HERE COMES A METAPHOR. BRACE YOURSELVES, BECAUSE
  • 4. WESTERNS YEE-HAW!!!!
  • 5. INDEPENDENT, STANDING FOR JUSTICE, EXPERTS… JOHN WAYNE… THE GOOD…
  • 6. SINGING COWBOYS ARE NOT FOR EVERYONE, EVEN IF GENE AUTRY IS GOOD. THE BAD…
  • 7. “AN EVIL, GUNSLINGING MIDGIT COMES TO TERRORIZE THE GOOD LITTLE PEOPLE OF TINY TOWN” IT’S NOT EVEN BAD IN A GOOD WAY -- IT’S JUST BAD. AND THE “NEXT BUTTON.”
  • 8. WESTERN D’ITALIANA MADE WESTERNS RELEVANT AGAIN. REFRAMING “THE WESTERN”
  • 9. EMBRACED MORE THAN A TOP-DOWN, “HERO” POINT-OF VIEW. THE “SPAGHETTI WESTERN”
  • 10. BORROWED FROM THE STORIES IN SPAGHETTI WESTERNS, AS EVIDENCED BY DIRTY HARRY, BULLETT, SHAFT, COFFEY, AND EVERYTHING MADE BY QUENTIN TARANTINO OR ROBERT RODRIGUEZ. PULP FICTIONS
  • 11. BECAME LESS ABOUT THE SCIENCE AND EXPLORATION OF ALIEN WORLDS AS THE WILDERNESS, BUT SPACE OPERAS: STAR WARS, STAR TREK, ROBOCOP, DUNE AND MORE. SCIENCE FICTIONS
  • 12. YES, EVEN THE BLUES BROTHERS ARE DERIVATIVE FROM WHAT SERGIO LEONE AND COMPANY INTRODUCED WITH THE SPAGHETTI WESTERNS. MUSICAL ANTI-HEROES
  • 13. SO WHAT IS THE POINT? OKAY, AARON…
  • 14. EARLY ELEARNING HAD PLENTY OF ROOM TO MAKE A CLAIM, BUT NO SOLID WAYS TO TIE ALL THESE APPROACHES TOGETHER, BEFORE SCORM. HOW “THE WEST” WAS WON…
  • 15. KEPT THINGS ALL CIVIL AND ORDERLY IN THE OLD WEST OF ELEARNING. SCORM
  • 16. AND WE HAD TRUE STORIES OF HOW ADOPTION OF LMSs AND ELEARNING SAVED ORGANIZATIONS MONEY AND TIME, EVEN IF WE COULDN’T QUITE CLOSE THE LOOP ON BETTER PERFORMANCE. FOR A WHILE THINGS FLOURISHED
  • 17. SCORM DIDN’T CHANGE WITH THE TIMES. EVERYONE CLUNG TO THEIR INITIAL ANTE INTO ELEARNING, HOPING NOW THAT IT WOULD PAN OUT. BUT THEN STATUS QUO CREPT IN.
  • 18. EMBRACING SPANGLE OVER SUBSTANCE DIDN’T HELP BUILD LEGITIMACY. “CLICKY CLICKY BLING BLING”
  • 19. THE WORD “LEARNING” BECAME AN OBJECT, INSTEAD OF A VITAL ACTIVITY. AS AN INDUSTRY WE WERE RIPE FOR DISRUPTION. AND, AGAIN, THE “NEXT BUTTON.”
  • 20. REFRAMING ELEARNING DESIGN EVOLUTION THE API WITH NO NAME:
  • 21. IN 2007-2008, LETSI ENCOURAGED PEOPLE SHARE IDEAS ABOUT THE FUTURE. THE TWO PEOPLE KEYNOTING TODAY WERE THERE. MANY OF US CAME AWAY ORIENTED, NOT NECESSARILY ALIGNED. THE WILD BUNCH
  • 22. “A LINUX FOR LEARNING” WE HAD AN ACRONYM. THERE WAS BEER INVOLVED. 2008: BAQON
  • 23. DONUTS DON’T EVEN GO WITH JELLYFISH, BUT HAVING PICTURES HELPED. 2009 SKETCHES: EXPERIENCES
  • 24. WEIRD, RIGHT? 2009 SKETCHES: PROFILES
  • 25. STILL WEIRD. 2009 SKETCHES: BROKERING
  • 26. A SYSTEM OF “AGREEMENTS” 1. HARMONY OR ACCORDANCE IN OPINION OR FEELING 2. A NEGOTIATED AND BINDING ARRANGEMENT BETWEEN TWO PARTIES AS TO A COURSE OF ACTION. 2010: CHAORDIC MODEL
  • 27. INSPIRED BY VYGOTZKY, WORK ON ACTIVITY STREAMS INSPIRED ARCHITECTURE AND INFRASTRUCTURE IMPLICATIONS. 2011: SOVIET ACTIVITY THEORY
  • 28. YOU ALREADY KNOW ITS NAME 2011-2012: THE PROJECT
  • 29. MOBILE
  • 30. SOCIAL
  • 31. GAMES
  • 32. “THE API WITH NO NAME” IS THE EXPERIENCE API. 2012-2013: THE EXPERIENCE API
  • 33. A SERVICE-BASED PLATFORM SCORM (INCLUSIVE) TLA (CHAORDIC) A RUN-TIME ENVIRONMENT EXPERIENCE TRACKING CONTENT PACKAGING METADATA SEQUENCING & NAVIGATION CONTENT BROKERING LEARNER PROFILES COMPETENCY NETWORKS
  • 34. ALL THIS TO SAY… WITH ALMOST FIVE YEARS FROM CONCEPTUAL DESIGN TO ARCHITECTURE TO IMPLEMENTATION, WE STARTED WITH A VISION TO RESPOND TO THE CONSTRAINTS INADVERTANTLY IMPOSED BY THE ADOPTION OF SCORM, NARROWED DOWN TO ONE TECHNOLOGY THAT PROVIDED SOLUTIONS TO COMMON PROBLEMS, AND PROVIDED A MEANS TO RESPOND TO CHALLENGES NOT YET FULLY UNDERSTOOD, AND TOGETHER WE CREATED THE EXPERIENCE API. BIGGER QUESTION: HOW DID WE GET IT DONE?
  • 35. A SYSTEM OF “AGREEMENTS” 1. HARMONY OR ACCORDANCE IN OPINION OR FEELING 2. A NEGOTIATED AND BINDING ARRANGEMENT BETWEEN TWO PARTIES AS TO A COURSE OF ACTION. AGAIN: CHAORDIC MODEL
  • 36. REFRAMING ELEARNING COMMUNITY REVOLUTION THE API WITH NO NAME:
  • 37. WORKING OPENLY ON COMMON SOURCE MAKES IT CLEAR WHO’S LEADING- BY-DOING, WHO’S FOLLOWING AND WHO’S OBSTRUCTING. THIS IS HOW THE TRUST IN OUR AGREEMENTS GETS BUILT. HOME ON THE RANGE.
  • 38. NEW IDEAS WILL EMERGE, ADOPT, ADAPT TO BUSINESS REALITIES. NEW IDEAS DISSAPPEAR WHEN THEY BECOME OLD IDEAS. WE NEED TO DEAL WITH THAT BETTER THAN GOING BACK TO THE FUTURE EVERY TIME. TIME MOVES FORWARD.
  • 39. INNOVATORS ARE BLAZING THE TRAIL: HARD-WORKING, TALENTED AND HUNGRY. WITHOUT THEIR DISRUPTION, OUR COMMUNITY WILL GROW STALE & LACK UTILITY. THERE ARE A NEW BREED OF HEROES.
  • 40. THE YOUNG GUNS TODAY ARE THE ESTABLISHMENT TOMORROW. THE PRECEDENTS WE SET BY OUR WORDS AND DEEDS SET THE TONE FOR HOW WELL WE EMBRACE OR RESIST INNOVATIONS TO COME. YOUNG GUNS BECOME OLD GUNS.
  • 41. FORKS AND FAVORITES? ACTIVE CONTRIBUTORS? TIME TO DEPLOYMENT? WE TRAIL ONLY THE FCC, THE “OPEN GOVERNMENT PLATFORM,” NASA AND THE WHITE HOUSE – NOT TOO SHABBY FOR A FRACTION OF THEIR SIZES AND BUDGETS. NOTES FROM THE OPEN RANGE…
  • 42. ALL THIS TO SAY… LIKE THE PEOPLE WHO CREATED THE EXPERIENCE API, THE PEOPLE INNOVATING WITH IT COME FROM THE FRINGES OF THE COMMUNITY, INDUSTRY AND MARKET. THEY ARE NOT CONCERNED ABOUT DEALING WITH THE LEGACY INVESTMENTS THAT CAME WITH SCORM. THEY ARE FIGURING OUT HOW THEY CAN ADD TANGIBLE, VISIBLE VALUE TO BUSINESS WITH WHAT THEY CAN DESIGN AND IMPLEMENT; WE NEED TO PAY ATTENTION. BIGGER QUESTION: HOW DOES THIS AFFECT YOU?
  • 43. REFRAMING ELEARNING RESPONSES OVER SOLUTIONS THE API WITH NO NAME:
  • 44. OUR PEOPLE AREN’T CHILDREN. TECHNOLOGY SHOULD SERVE PEOPLE COMING TOGETHER, GET OUT OF THEIR WAY AND AMBIENTLY ASSIST THEM RESPOND TO CHALLENGES. “SCHOOL” IS NO LONGER OUR MODEL.
  • 45. DESIGN PRACTITIONERS ARE EVERYWHERE, AND THEY HAVE SIMILAR CHALLENGES IN EVERY PRACTICE. LEARN FROM WHAT’S WORKING IN OTHER SPACES; GAIN RELEVANCE IN OURS. ADAPT WHAT WORKS.
  • 46. BEFORE SOMETHING ELSE DISRUPTS YOU. DISRUPT YOURSELF
  • 47. NO MATTER WHAT THE PRODUCT OR PROJECT, LET NO PART OF IT ESCAPE YOUR COMMAND OF WHAT THE TECHNOLOGY DOES, HOW IT WORKS AND HOW ITS FUNCTION SUPPORTS THE OUTCOMES INTENDED. MASTER WHAT YOU EMPLOY.
  • 48. ALSO, START YOUR “STOP DOING” LIST. START YOUR “DOING” LIST.
  • 49. OVERSIMPLIFYING THINGS IS ONLY LEADING US TO CHAOS. EMBRACE COMPLEXITY.
  • 50. CONTINUOUSLY RE-EXAMINE YOUR RELATIONSHIP WITH THE UNKNOWN. ADVOCATE FOR BETTER.
  • 51. MAKE SOMETHING WITH THE EXPERIENCE API THAT MATTERS. AND STOP WORRYING ABOUT THE GODDAMN NAME!
  • 52. AARON E. SILVERS, CHIEF LEARNING OFFICER, PROBLEM SOLUTIONS, LLC PROBLEMSOLUTIONS.NET @AARONESILVERS AARON.SILVERS@GMAIL.COM GRAZIE DI CUORE