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My lecture yesterday In bRussels, which is improved version of file uploaded before.

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Vub ecco gbi jv tdef

  1. 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. 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 don‟t 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. 3. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net3Pub: April 25 2013The Impact ofConnectivity,Digital revolution,Transformations.How?
  4. 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 invite„everybody 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. 5. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net5Predators ?P2P Connectivism ! But how does it coordinate, form a mind and soul?
  6. 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 commonsmicrotransactions<Douglass North>virtual communities <Maslov ++>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. 7. (CC) 2012 vantill (at) gmail (dot) comDe Lof der Ongehoorzaamheid 7The Present Crisis (2000 – now) a transition between era‟s? no: HALFWAY
  8. 8. (CC) 2012 vantill (at) gmail (dot) comDe Lof der Ongehoorzaamheid 8DEPLOYMENTINSTALLATIONWe are hereCreative destructionLearning the newunlearning the oldA greatmarket experimentLed byfinancialcapitalEnding ina stock marketcrashINSTALLATION“Creativeconstruction”Led 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]
  9. 9. (CC) 2012 vantill (at) gmail (dot) comDe Lof der Ongehoorzaamheid 9
  10. 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. 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. 12. (cc) 2013 vantill @ gmail com &sara @ behavioraleconomics . netCollective mind? NATURE at work !!!12
  13. 13. (cc) 2013 vantill @ gmail .com &sara @ behavioraleconomics .net132. How have Nature and Evolution solved this problem? The Weave 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. 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. [ Oct 9 2012]Multicellular, similar behavior: organic growth of powergrids,anthills, beehives, schools of fish, flocks ofbirds, herds, internet
  15. 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 docommunicate - bytouching neighborsand do cooperate -both within and betweenspecies-
  16. 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 ) 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. 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. 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. 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. 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. 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. 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:
  23. 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. 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-Loève Transformpatterns:“holograms”All 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. 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. 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. 2013 vantill @ gmail com &sara @ behavioraleconomics . net26
  27. 27. Temporal and Spatial Correlation(cc) 2013 vantill @ gmail com &sara @ behavioraleconomics . net27RedSquare,Circa 1950Present-dayRed SquareSource: @foquasa on InstaGram
  28. 28.  Al-Qaida ? Organized crime ? Mafia ? Banksters (too big to jail)? “Open Source Intelligence” OSInt, Transparency ?? The Pentagon‟s project “Data-to-Decisions” (D2D) 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. 29. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net29The Cynefin Framework, from predictable- to very turbulent environments
  30. 30. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net30 Philipe Valat
  31. 31. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net31
  32. 32. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net32www. Holacracy.orgsocial technology forpurposeful organization
  33. 33. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net33Personal Learning curve of Maslow Levels ? Incomplete !!
  34. 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. 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. 36. Examples of Successful Working ConstructiveWeaveletsFiduci !• Flashmobs• Bitcoin• Collection and aggregation of pictures and videos Boston Bombing• Wikipedia, Google, Facebook, Twitter, InstaGram•• Self organizing Phyles, commons and cooperatives (see• New Education: Mooc‟s, “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•• 2013 vantill @ gmail com & sara @behavioraleconomics . net36
  37. 37. (cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net37Symbol of P2P Connectivism: The Connected Liberty Ladies. Jaap van Till 2009
  38. 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 Idea‟s [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 experiment• 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 Freedom
  39. 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, ISP‟s 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. 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 Lévy 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.
  41. 41. (cc) 2013 vantill @ gmail . com &sara @ behavioraleconomics . net41Poem byCanibus Knowledge,Wisdom andImagination onThe Internetare imperfectandincomplete:All part ofProcesses ofImprovement~ jvt
  42. 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 Netweaver’s 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. 155–185.* 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: the Living Systems theory: and Brain connectivity research: Ray Kurzweil (now at Google Research) see book reviews: orthogonal spatial image transforms: convolution and cross-correlation: and a number of types of organizations: “Synthetic overview of the Collaborative Economy”(cc) 2013 vantill @ gmail com & sara @behavioraleconomics . net42
  43. 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: info about the ECCO seminar program: 2013 vantill @ gmail com & sara @behavioraleconomics . net43