Michael Edson: Prototyping the Smithsonian Commons
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Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype ...

Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype

First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.

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  • Full Name Full Name Comment goes here.
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  • Update: we've posted the Smithsonian Commons prototype to http://www.si.edu/commons/prototype
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  • Thanks Jim! The work you did in Bristol is exactly the kind of stuff - - the kind of *heroic* stuff - - our institutions should support. I'm glad to know about it, and I'll keep you in mind as we slog through getting this project bootstrapped and funded. I'm also glad to know about the portcities project, which I will definitely look into. All credit for that 'your users are heroes' meme goes to Kathy Sierra ;)
    Cheers!
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  • Excellent and exciting presentation.
    As well as a trainer in the not-for-profit sector, I'm also an part time historian, I recently moved to France after living 20+ years in Bristol, UK. In Bristol I worked, unpaid,, as a grassroots social/industrial historian, linking community organisations/groups, Britol City Council and Bristol Museum Service on the issues of the trans-atlantic slave trade, slave trade abolition and Indian Independence celebrations. I have always longed for acedemic institutions, museums, public record offices, etc to publish more (all!) of their resources and papers online through a 'commons'. You've inspired me with hope.
    In the UK there is a site 'Port Cities' (www.portcities.org.uk) which was publicly funded by The New Opportunities Fund and may be of interest to you. It promised a lot when it was set up but (I presume through lack of funding/leadership) has failed to live up to its initial promise and has still to go down the 'commons' route. It may be of interest to you ~ e.g. to compare with/add weight to your strategy for the Smithsonian.
    Kind regards,
    Jim
    PS ~ I love the phrase 'Your users are heros in their own epic journies'
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Michael Edson: Prototyping the Smithsonian Commons Presentation Transcript

  • 1. Prototyping theSmithsonian Commons
    Michael Edson
    Director, Web and New Media Strategy
    Smithsonian Institution, Office of the CIO
    edsonm@si.edu | @mpedson
  • 2. Prototyping theSmithsonian Commons
    Note: I’m going to skipa lot of these slides as I
    present this!
    (But I it’s all online for reference)
    Michael Edson
    Director, Web and New Media Strategy
    Smithsonian Institution, Office of the CIO
    edsonm@si.edu | @mpedson
  • 3. Smithsonian Commons PrototypeOverture
  • 4. Story 1: Visitor (Smithsonian Commons Prototype)
    http://www.si.edu/commons/prototype(coming soon)
  • 5. Story 2: Teacher (Smithsonian Commons Prototype)
    http://www.si.edu/commons/prototype(coming soon)
  • 6. Story 3: Millennial (Smithsonian Commons Prototype)
    http://www.si.edu/commons/prototype(coming soon)
  • 7. Story 4: Enthusiast (Smithsonian Commons Prototype)
    http://www.si.edu/commons/prototype(coming soon)
  • 8.
  • 9. Smithsonian Strategic Plan
  • 10. Smithsonian Strategic Plan
    http://www.si.edu/about/
    Four Grand Challenges
    Smithsonian Secretary G. Wayne Clough
  • 11. Smithsonian Strategic Plan
    http://www.si.edu/about/
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
  • 12. Smithsonian Strategic Plan
    http://www.si.edu/about/
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
  • 13. Smithsonian Strategic Plan
    http://www.si.edu/about/
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
  • 14. Smithsonian Strategic Plan
    http://www.si.edu/about/
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
  • 15. Smithsonian Strategic Plan
    Strategy Schmatergy! We’ve seen strategy before!
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
    A GenericHumbug
  • 16. Smithsonian Strategic Plan
    No! This is about solving big hairy problems— ”work that matters” (via @timoreilly)
    http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
    Strategy Schmatergy! We’ve seen strategy before!
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a Biodiverse Planet
    Valuing World Cultures
    Understanding the American Experience
    A GenericHumbug
  • 17. Empower citizen-scholars!
    Blend assets w. new technology!
  • 18. Solve big complex problems!
    Interdisciplinary collaborations and partnerships!
  • 19. Interdisciplinary
    Collaborative
    Entrepreneurial
  • 20. “Innovative informal education” !!!
  • 21. “Use our vast resources for the public good in the midst of unceasing change”
  • 22. c
  • 23. c
    This is big, audacious, important stuff.
    This is work!
    This is relevance earned through a job well done.
  • 24. First order questions
  • 25. First order questions
    Where is this work going to take place?
    What kind of organization, infrastructure, platforms will be needed to support it?
    What is the organizational change model? How will change happen? What will it look like?
    Who will be the innovators? The connectors? The drivers of change?
  • 26. My workplace, like so many others,is deeply conflictedabout these questions.
  • 27. Chris AndersonFree, the Future of a Radical Price
  • 28. Chris AndersonFree, the Future of a Radical Price
    “I found that the idea you could create a huge global economy around a base price of zero was invariably polarizing”
    From the introduction to Free
  • 29. Chris AndersonFree, the Future of a Radical Price
    “I found that the idea you could create a huge global economy around a base price of zero was invariably polarizing”
    Duh!
  • 30. Chris AndersonFree, the Future of a Radical Price
    “I found that the idea you could create a huge global economy around a base price of zero was invariably polarizing”
    Duh!
    Huh!?
  • 31. Duh!
    Huh!?
  • 32. Thermocline(a metaphor)
    Duh!
    Huh!?
  • 33. Thermocline(a metaphor)
    Stratified water temperature acts as a barrier
  • 34. Thermocline(a metaphor)
    Knowledge, communication,
    action models are different
    Management
    Practitioners
  • 35. Thermocline(a metaphor)
    Messages get distorted, lost
  • 36. Thermocline(a metaphor)
    Messages get distorted, lost
  • 37. Thermocline(a metaphor)
    Thermocline Issues define the change environment and explain why strategy is needed (and why, for us, the commons is such an important idea)
  • 38. Urgency
    Thermocline Issues
    Complacency
    John P. Kotter, A Sense of Urgency
  • 39. In exchange for public
    funds and public trust,museums should
    do workfor society
    Thermocline Issues
    Museums are for…
    What could you accomplish with
    $1b /year for 50 years?
  • 40. Institutions built onthe model of
    social entrepreneurship:
    Think Big,Start SmallMove Fast
    Thermocline Issues
    Institutions built onthe model ofenduring wisdom*
    We can move slowlybecause wisdom endures
    *Via Peter Schwartz, GBN
  • 41. Thermocline Issues
    Focus on innovation/
    discovery inside the Institution
    Catalyze innovation/
    discovery
    outside the institution
    Joy’s Law: no matter
    who you are, most of
    The smartest people
    work for someone else
  • 42. Thermocline Issues
    The most interestingecosystems arein “border habitats”between the two
    You can managetechnology and content
    separately
  • 43. Thermocline Issues
    “There’s no such thing
    as social media, it’s just
    doing stuff with a
    Computer. Everyone
    go to bed.”
    Fixation on superficialaspects of Web 2.0
    and Social Media
  • 44. Thermocline Issues
    The Web is a
    fundamentally new
    way of getting
    things done
    The Web is
    a bigger megaphone
  • 45. Thermocline Issues
    “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 organization …Getting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.”
    Clay Shirky
  • 46. Thermocline Issues
    Build an ascendant brandby“doing work that matters”
    Make money, now
    “Once [the Smithsonian] has increased user base 100x or more, many other possibilities open”
    Carl Malamud
    Public.resource.org
    Tim O’Reillyhttp://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
  • 47. Thermocline Issues
    The Desktop Internet
    3.5 Billionmobile subscribers
  • 48. Thermocline Issues
    The Desktop Internet
    3.5 Billionmobile subscribers
    Moore’s Law means
    these things will be 20X
    More powerful in a few years...
    It’s going to get FREAKY!
  • 49. Thermocline Issues
    The Desktop Internet
    3.5 Billionmobile subscribers
    Moore’s Law means
    these things will be 20X
    More powerful in a few years...
    It’s going to get FREAKY!
  • 50. Gardeningchange model*Build a platform &cultivate Web 2.0
    as a way of thinkingabout work
    Thermocline Issues
    Manufacturingchange model
    “Lets Build Product Xand be done with it”
    * Via Josh Greenberg, NYPL
  • 51. Every user is a
    hero
    In their ownepic journey
    Thermocline Issues
    Provide services
    to passive audiences
  • 52. Every user is a
    hero
    In their ownepic journey
    Thermocline Issues
    Provide services
    to passive audiences
  • 53. Myths/misconceptions about the relevance, reach, and impact of traditional models
  • 54. Myths/misconceptions about the relevance, reach, and impact of traditional models
    (See Imagining a Smithsonian Commons)
    - Text w. links and footnotes: http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
    - PowerPoint: http://www.slideshare.net/edsonm/cil-2009-michael-edson-powerpoint
    - Ustream (from CIL 2009): http://www.ustream.tv/recorded/1327813
  • 55. “Most organizations don’t getserious about strategy untilthey are afraid or in pain”
    Leo Mulen, CEONavigation Arts
  • 56. Hey!We wrote aWeb and New MediaStrategy!!!
  • 57. Hey!We made aWeb and New MediaStrategy!!!
  • 58. Smithsonian 2.0 Conference
  • 59. Smithsonian 2.0 Conference
  • 60. Process: Workshops to Wiki
  • 61. Process: Workshops to Wiki
    Process at-a-glance
    “The main intent of the workshops is to move relevant information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.”
  • 62. Process: Workshops to Wiki
    As participants are speaking, what they’re saying is being typed and saved on a public wiki
  • 63. Process: Workshops to Wiki
    “What I say really matters (because I know it will be seen/heard after the meeting ends)”
  • 64. Process: Workshops to Wiki
    “Not everything that matters will get said in the next hour by the people in this room. The wiki encourages thoughtful synthesis and new ideas”
  • 65. Process: Workshops to Wiki
    The Wiki becomes the strategy
  • 66. Very important slide!
    The advantages of public, transparent, and fast
    • Faster than traditional committee-driven process (Time is the enemy)
    • 67. Increase size of brain trust (Joy’s Law)
    • 68. Improve the odds for change
    • 69. Improve odds for execution (public promises not easily forgotten)
    • 70. Outside champions more likely to support “commons” goals than status-quo insiders
    • 71. Walking the Talk vis-à-vis crowdsourcing and innovation model
    • 72. “You get what you practice”
  • Very important slide!
    The advantages of public, transparent, and fast
    • Faster than traditional committee-driven process (Time is the enemy)
    • 73. Increase size of brain trust (Joy’s Law)
    • 74. Improve the odds for change
    • 75. Improve odds for execution (public promises not easily forgotten)
    • 76. Outside champions more likely to support “commons” goals than status-quo insiders
    • 77. Walking the Talk vis-à-vis crowdsourcing and innovation model
    • 78. “You get what you practice”
    More in Fast, Open, and Transparent: developing the Smithsonian’s Web and New Media Strategyhttp://www.slideshare.net/edsonm/michael-edson-the-smithsonian-web-and-new-media-strategy-what-it-is-how-we-made-it-and-why-it-makes-a-difference-3656578
    and
    http://www.archimuse.com/mw2010/papers/edson/edson.html
  • 79. Web & New Media Strategy Structure
    Three Themes
    Update the Smithsonian Digital Experience
    Update the Smithsonian Learning Model
    Balance Autonomy and Control within SI
    Eight Goals
    External Mission
    Brand
    Learning
    Audience
    Internal Interpretation
    Technology
    Business Model
    Governance
    Each Goal has specific program, policy, and tactical recommendations
  • 80. How the strategy attacks the challenge points
  • 81. Update the Digital Experience
    Urgency
    “We are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramatically different or outdated idioms of signage, product availability, pricing, and check-out in every aisle of each store. This needs to be addressed to realize the full potential of the Smithsonian’s digital initiatives.”
  • 82. Update the Learning Model
    Urgency
    “This strategy is based on the growing understanding of learning as a hybrid of formal education and self-directed discovery that can be brought together and enhanced by online tools and communities…. that allow our audiences to be our partners in the increase and diffusion of knowledge.”
  • 83. Balance Autonomy and Control
    Urgency
    “The expertise and accomplishments of unit-based staff, however, need to be supported and enhanced by an internal commons of shared tools, services, and standards.”
  • 84. 1. Mission
    Urgency
    “Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed accordingly.”
  • 85. 2. Brand
    Changing role of Institutions
    “Shift the Smithsonian brand voice away from attributes of institutional/omnipotent/ authoritarian towards attributes of individuality/ relevance/passion for learning.”
  • 86. 3. Learning
    New model of knowledge creation
    “The emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement [standard learning] protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys”
  • 87. 4. Audience
    Denographic Tsunami
    “The online experience must become more interactive and able to facilitate ongoing dialogues between the Smithsonian and its users to ensure the continuing relevance of the Institution, particularly to digitally attuned audiences.”
  • 88. 5. Interpretation
    New collaborative models
    “Web and New Media technologies are crucial to the Smithsonian’s core research activities and to the wide collaborations that must occur among geographically distant participants…”
  • 89. 6. Technology
    New ways of working
    “Many of the menial or difficult tasks performed by unit Web and New Media teams—and the public—can be served by a unified Smithsonian platform, and the development of a shared platform, over time, will allow data, ideas, e-commerce, and collaboration to flow across institutional boundaries in ways that are not possible in the current decentralized model.”
  • 90. 7. Business Model
    Social entrepreneurship
    “The Smithsonian’s basic business model is to create social and economic value through the increase and diffusion of knowledge…Ultimately, the most valuable business asset we can cultivate—and the one that is most fundamental to our core mission—is a community of engaged and committed Smithsonian enthusiasts.”
  • 91. 8. Governance
    Urgency
    “Successful governance and leadership are the keys to accomplishing any of the goals in this strategic plan..”
  • 92. The Smithsonian Commons
    The whole shebang!
    “The Smithsonian Commons will be a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”
  • 93. http://smithsonian-webstrategy.wikispaces.com/
  • 94. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 95. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 96. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 97. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 98. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
    http://smithsonian-webstrategy.wikispaces.com/
  • 99. What is a Commons?
    A set of resources maintained in the public sphere for the use and benefit of everyone
  • 100. What is a Commons?
  • 101. What is a Commons?
    The Anti-Commons…
  • 102. What is a Commons?
    An organized workshop where raw materials can be found and assembled into new things.
  • 103. What is a Commons?
    Imagining a Smithsonian Commons
    http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
    Museum Commons: A professional interaction
    http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
  • 104.
  • 105. How do we talk about this?
  • 106. How do we talk about this?
    What does this mean for staff and users?
  • 107. How do we talk about this?
    What does this mean for staff and users?
    A lot of new ideas for sr. decision makers to unpack
  • 108. Huh?
  • 109. Let’s Build a Prototype!
    Huh?
  • 110. What’s a Prototype?
    An audio-visual presentation that shows the attributes of a fully completed Smithsonian Commons as seen through the eyes of our users.
    Let’s Build a Prototype!
  • 111. What’s a Prototype?
    Push / pull between understanding what this thing is and understanding how to sell it
    Let’s Build a Prototype!
  • 112.
  • 113. http://smithsonian-webstrategy.wikispaces.com
  • 114.
  • 115. The Smithsonian Commons Will…
    http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Addendum+-+The+Smithsonian+Commons+Will
  • 116. Conceptual Development: “Low Rez” Wireframes
  • 117. Conceptual Development: Paper Prototypes
  • 118.
  • 119.
  • 120. “Experience Brief”
    http://smithsonian-webstrategy.wikispaces.com/Smithsonian+Commons+Prototype
  • 121.
  • 122. Outlines four stories
    Museum Visitor
    4th Grade Teacher
    Millennial
    Enthusiast / Citizen Scientist
  • 123. The “flow” of the storyline is described
  • 124. Which outcomes/benefits for are illustrated
  • 125. Key themes shown in this story
  • 126. …Functionality of the Commons that is demonstrated
  • 127.
  • 128. http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Mockup+of+Prototype+Home+Page
    Prototype Home Page Mockup
  • 129. http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Mockup+of+Prototype+Home+Page
    Prototype Home Page Mockup
    These stories need pictures/content!
  • 130. Asset Research
  • 131. Asset Research
    Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/ innovation/ creativity
    Commons/Strategy Hypothesis 2We have some amazing stuff that’s isolated on deep content pages: if we can do the aggregation and curation in a web 2.0 platform we will have something remarkable to show
  • 132. Hirshhorn online catalog page
  • 133. Prototype depiction of same sculpture
  • 134. Found on Flickr!
  • 135. We are one part of people’s heroic journey
  • 136. People can’t stop taking pictures and “connecting”
  • 137. Hirshhorn online catalog page
  • 138. Flickr
  • 139. Dramatic, multiple perspectives
  • 140. Dramatic, multiple perspectives
  • 141. Flickr search for “Hirshhorn Sculpture”
    WOW! It just goes on and on!
  • 142. Crab Nebula on Smithsonian Astro. Observatory site
  • 143. Commons prototype “Space & Time with Tom”
  • 144. Based on “Tom’s Astronomy Blog”
  • 145. Found: Google Sky mashup of the Crab Nebula
    link from http://googlemapsmania.blogspot.com/2009/01/out-of-this-world-google-maps.html
  • 146. Our rendition of the mashup
  • 147. OMG! Our stuff on Flickr Commons!
  • 148. Rich, connected, compelling
  • 149. Rich, connected, compelling
  • 150. Amazing things at the Smithsonian
  • 151. You could never see this kind of cross-collection compilation
  • 152. Many of these pictures are from Flickr because of quality, resolution, and intellectual property problems on SI sites
  • 153. Smithsonian content can provide a real 360-degree portrait
  • 154. (Theodore Roosevelt search
    Results from commons prototype)
    Smithsonian sites rarely show collections, expertise, programs, research, and community content side-by-side
  • 155. Smithsonian sites rarely show collections, expertise, programs, research, and community content side-by-side
  • 156. si.edu search results
  • 157. Flickr search for “Smithsonian ‘Theodore Roosevelt’”
  • 158. Using Google’s “site:” syntax to find things on SI.EDU related to “Theodore Roosevelt”
  • 159.
  • 160. OMG! We’ve got audio recordings of Theodore Roosevelt
  • 161. http://www.folkways.si.edu/albumdetails.aspx?itemid=1086
  • 162. Asset Research
    Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/ innovation/ creativity
    Commons/Strategy Hypothesis 2We have some amazing stuff that’s isolated on deep content pages: if we can do the aggregation and curation in a web 2.0 platform we will have something remarkable to show
  • 163. Asset Research
    Through asset research for the Commons prototype, we found amazing “hidden” assets throughout Smithsonian Web sites, and amazing content created with/from Smithsonian resources by YOU, our amazing customers.
  • 164. (Asset inventory documents are on Scribd at
    http://www.scribd.com/mpedson )
  • 165.
  • 166. What makes the Smithsonian Commons different than just a good Web site?
  • 167. The Attributes of the Smithsonian Commons
  • 168. Vast
    Anyone in the world can have access to the whole Smithsonian, including access to deep collections and the vitality, curiosity, and creativity of our staff, visitors, partners, and our extended global community. The Smithsonian is at the center of an amazing network of ideas, collections, and people. No other institution can offer so much to so many.
  • 169. Findable
    Through the Smithsonian Commons the vastness of the Smithsonian can be discovered because search, navigation, and the overall user experience is about helping people to find the content they’re interested in, in the ways they expect to find it, including through recommendations and comments by staff experts - - and visitors - - external search sites, and social networks.
  • 170. Shareable
    Sharing is the foundation of collaboration and learning. The Smithsonian’s impact can be greatly amplified if what we have and what we do is easy to share. The Smithsonian Commons is about catalyzing creativity and innovation by encouraging the use and re-use of our collections and expertise for work and pleasure, in social networks, on mobile phones, and in the classroom, workshop, and laboratory.
  • 171. Free
    The Smithsonian is built on the idea that the tools of discovery and knowledge creation should be available to all, and the Smithsonian Commons will be built on the idea that free, trusted, high-quality resources can create a lot of good in the world…
  • 172. 12 characteristics of a commons
    From Museum Commons, a Professional Interaction
    (with Rich Cherry, Balboa Park)
    http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
    and
    http://www.archimuse.com/mw2010/papers/edson-cherry/edson-cherry.html
  • 173. 12 characteristics of a commons
    Federated
    Designed for users
    Findable
    Shareable
    Reusable
    Free
    Bulk Download
    Machine Readable
    High Resolution
    Collaboration w/o control
    Network effects
    Public Domain
  • 174. Art is the lie that helps ustell the truth
    Pablo Picasso
    The prototype…
  • 175.
  • 176. Thank you!
    Michael Edson
    Director, Web and New Media Strategy
    Smithsonian Institution, Office of the CIO
    edsonm@si.edu | @mpedson