Category: collaboration

The Page and the Item: The Dynamics of Context and Collection

Published October 28, 2009 by cgerrish

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In thinking about building things on the web, I stopped to consider the raw materials from which we build. HTML markup retrieved from a web server and rendered by a browser, that’s where it all started. But even at that early moment, there was the implied structure of the document. The markup that existed was there to render visible the form of the academic paper. Headings, paragraphs, quotations, tabular data display– these are the formal elements of the document.

And very early on, the metaphor of the page gained purchase. We nodded our heads and spoke of the ‘web page.’ The static web page and the static book page have similar kinds of boundaries. The web page could theoretically be infinitely long, but the usability experts indicated that users didn’t scroll much beyond the length of a book’s page. And just like that, an infinity was tamed. The edge of the world was discovered.

As the content on a web page became dynamic, infinity migrated to the combinations and permutations a database could produce. As long as the data continued to grow and change, the items presented in a particular page could be of an infinite variety. The boundaries to the north, south, east and west remained consistent with the book’s page, but the objects emerging from the depths of the backend could be practically without end.

The document and the page have been structurally ingrained into the architecture of content management systems such that the smallest building block becomes a page linked to a hierarchical document tree. The elements that can be placed into a page are those for which the system has templates. And while most systems allow the manual writing and insertion of raw HTML, it’s a practice that is discouraged because it ruins the uniformity of the CMS’s output. The content management system is an industrial machine for creating hierarchically organized sets of pages.

The other major organizational structure on the web is time-sequenced content. To some extent, news media takes this approach to organization, new material is published each day to replace the material from the previous day. What’s lacking in the model is the continuity of sequence. Yesterday’s news is fish wrap, rather than the next step in a sequence. Blog posts and Tweets (micromessages) have the form of a sequenced set of texts by an author or group of authors. In this sense they are more like the output of a columnist or the writer of serial fiction. Blog posts can also be assigned categories and tags so that they can be sequenced across other conceptual frames. Tweets don’t have the extra infrastructure to house categories and tags, so the practice of adding a hashtag has been bolted on. More elegant solutions like the original track feature have failed to resurface.

Rather than referring to time-sequenced pages, here we more commonly talk about items in a feed. We’re interested in the source of the feed in order to gauge its authority, along with it’s velocity and trajectory. And unlike a hierarchical organization of pages, the items in a time-sequenced feed need have no semantic relationship to each other. The items are such that they can be organized in an arbitrary large variety of collections either within a particular feed or among a diverse set of feeds.

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The page and the item converge at the URL (Uniform Resource Locator). Because of our page-centric view of the web, here we’d like to say this is the point where the item becomes a page. And yet, the web becomes much more interesting if we resist this temptation. The item has no native context, the page wants to own its context. The item allows the user to create a collection, a playlist, a feed that suits her own needs, wants and desires. The page needs to reinforce the hierarchy of which it is a part. The key to the dynamic context of the item is that it both has a URL and can contain a URL, and it doesn’t have a single right context.

Information architecture has largely concerned itself with pages and hierarchies, and the economics of the web have centered around the page-view model. As the item begins to emerge as a basic building block, it will be very interesting to see what kind of economics and architectural patterns arise. The containers, the playlists, where we assemble items will command an interesting new role in the assignment of context. And in this landscape, the item and the context are always already social, two-way and dynamic.

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Real-Time Collaboration, Serious Play and the Enterprise

Published October 26, 2009 by cgerrish

With the advent of Windows 7 and the upgrades to the MS Office franchise, the talk is that there’ll be a big round of corporate upgrades. Many corporations are still running Windows XP, Internet Explorer 6.x and Office 2003 (or lower). Vista didn’t tempt them, but the good press for Windows 7 is supposed to do the trick. After all, they have to upgrade at some point, right?

If corporate America takes the plunge, one has to wonder if this will be the last upgrade cycle of this kind. The distribution and installation of software on to desktop and laptop computers is a messy business. Businesses require a very compelling reason to upgrade given the current model.

Google has put forward the model of the browser as operating system by working backwards from the Chrome browser to the Chrome OS. The integration of the Office Suite into the hardware starts in the cloud and moves to the local machine. When Microsoft tried a similar move in the other direction, the government stepped in.

Both Google and Microsoft have developed cloud-based Office Suite offerings moving from opposite directions. Looking down the road a bit, we can see that the next upgrade cycle will be “software + services” for Microsoft, and “services + software” for Google. The obvious motivation will be cloud-based software’s cost savings over the current model of distribution, installation, compatibility, upgrade and service of software installed on a local system. The sheer cost and pain of a firm-wide software upgrade is so frightening that most corporations defer it as long as possible. It’s entirely possible that some firms will skip the last installation and jump directly to the cloud.

Collaboration within the enterprise takes place via email, attached documents and shared network drives. The productivity software footprint defines the boundaries of the modes of collaboration. The big real-time innovation was the introduction of mobile push email via the Blackberry. This innovation reduced latency in the work process by detaching email from the desktop and allowing it to accompany a person wherever she might go. The introduction of Sharepoint and network-stored group editable documents is slowly seeping into the work process. But most corporate workers don’t know how to collaborate outside of the existing models of Microsoft’s Office products. Generally, this just an acceleration of the switch from production of hard copies to soft copies (typewriters to word processors). When confronted with Sharepoint, they view it as a new front-end to shared network drives, a different kind of filing cabinet.

Meanwhile in the so-called consumer space, Facebook, Twitter and a host of real-time social media services have radically reduced the latency of group communication and collaboration. In addition to text– photos, audio and video have begun to play an important role in this collaboration stream. For the most part the corporate computing environment has been left behind. This is due to two factors, the desire to maintain a certain kind of command and control of information construction and distribution within the walls of the corporation; and the desire of IT departments to avoid risk by maintaining a legacy architecture. The real-time productivity of the Blackberry has been working its way down from the top of organizations; but the tool set remains the word processor, powerpoint and excel. The only accelerant in the mix is faster mobile email of soft copies of documents.

Ray Ozzie discusses the “3 screens and a cloud” model as the pattern for the development of human-computer interactions across both the consumer and enterprise computing spaces. The missing element from this model is the input device, screens are no longer simply an interface for reading. Bits are moving in both directions, and email is being de-centered as the primary message carrier.

As we look at innovations like Yammer and Google Wave, the question becomes how will the corporate worker learn how to collaborate in real time? Accelerating network-stored documents and their transmittal via email moves the current model to near maximum efficiency. Further productivity gains will need to expand and change the model. Generally these kinds of innovations enter through the back door, or through a skunk works project, within small autonomous teams. But at some point, the bottom up innovation needs top down acceptance and support.

Luke Hohman of Enthiosys works with the concept of serious games in the management and development of software products. The collaboration processes he describes in his presentation to BayCHI may be the foundation for real-time collaboration throughout the enterprise.

Luke Hohmann on Serious Games: Luke Hohmann of Enthiosys on Serious Games

The lessons that we can take from Twitter and Facebook are that the leap to real-time collaboration is not one that requires a 4-year college degree and specialized training. It’s not an elite mode of interaction that needs to work its way down from the executive leadership team. It’s an increasingly ordinary mode of interaction that simply needs to be unleashed within the enterprise. But for that to happen, the enterprise will need to learn how to incorporate self-organizing activity. (Oh, and let employees use the video camera and microphone built in to their hardware) This will be a difficult move because the very foundation of the corporation itself is the creation and optimization of managed hierarchical organizational structures. It’s only when the activity of serious play can be reconciled with return on investment that the enterprise will come to terms with real-time collaboration.

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Curation, Collections & Cabinets of Curiosity

Published October 26, 2009 by cgerrish

As we tread water in the flood of information being written into the Network through real-time interfaces, we see the word ‘curation‘ on the lips the VCs and the entrepreneurial classes. The problem was succinctly stated by Clay Shirky as: not one of information overload, but rather of filter failure. The filter of the moment is some form of curation. The firehose of information will be reduced to a rational and manageable collection through a semantic algorithm or a collaborative group filter. The search for the perfect curatorial tool is on– we want the thing that turns our infinite reading list into a prioritized, relevant, manageable collection of consumables.

Collections can take a number of forms. For instance, varieties of butterflies can be put into a frame. Here we don’t look for a rational taxonomy, instead we desire beauty, rarity and narrative in each member of the collection.

Collections can be healthy or neurotic, the Collyer brothers obsessively collected the ordinary detritus of our culture and stacked it in their house. In the end, they accumulated 130 tons of stuff.

The cabinet of curiosity was an encyclopedic collection of items on the boundary of scientific classification systems. The criteria for inclusion included the rarity, the utterly foreign, and especially the example that broke the rules of classification.

Joseph Cornell made an art form of creating collections that embodied contradiction and the irrational. Where scientists worked diligently in creating a rational taxonomy of the natural world, Cornell created an organized presentation of the unconscious.

That filtering tool that we’re searching for seems to produce a rational collection of items based on relevance and similarity. A firehose of items is categorized and prioritized, similar items are reduced to their exemplars, placed on a tray, and made ready for consumption as a collection of hors d’oeuvrers. The items in a cabinet of curiosity, as they are not easily categorized, would probably slip through the cracks of these collections.

The most common filtering tool is popularity. The best tools of this kind attempt to find popularity before it is too popular. Malcolm Gladwell exposed this pattern of meme acceleration through taste-making nodes of a social network. The tools currently available in online social networks, the retweet and the like are the most common accelerants. Discovery of early signs of velocity is the bread and butter of the news business. Once something is truly popular, we become like Yogi Berra, and quip that “nobody goes there anymore, because it’s too crowded.” In the financial world, this might be called selling on valuation. A stock that reaches its potential and now lacks upside, is sold in favor of a new stock showing signs of velocity to the upside.

Sometimes what you want to locate isn’t what’s the most popular, but rather the edge of the debate. The point where the categories break down and the subject of the discussion hasn’t been decided one way or the other. The purpose here isn’t to read what other people disagree about, it’s to be given an interface into the fray itself. Here we aren’t looking for content about some topic, instead we’re looking for a bi-directional connection to the organic thing itself.

The topology of the Network can be expressed in a variety of lexicons. Popularity follows a focused reading model. But as we begin to think of a real-time, read/write, two-way interface on to the Network, we look for a map of argument, the swarm of attention around an undecided direction, the political discourse of everyday life.

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Stigmergy: Writing is a Real-Time Gesture

Published October 18, 2009 by cgerrish

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My notebook is filling up with musings on the real-time web. I keep trying to boil things down to the simplest formulation, the simplest expression of why the Network is moving into a real-time mode. It’s more difficult than one would imagine to create a palatable reduction. While we can apply Occam’s razor at a certain level, so much flavor is lost when the particular is replaced with the abstraction.

Occam’s razor states that the explanation of any phenomenon should make as few assumptions as possible, eliminating those that make no difference in the observable predictions of the explanatory hypothesis or theory. The principle is often expressed in Latin as the lex parsimoniae (translating to the law of parsimony, law of economy or law of succinctness). When competing hypotheses are equal in other respects, the principle recommends selection of the hypothesis that introduces the fewest assumptions and postulates the fewest entities while still sufficiently answering the question.

When the web was an exercise in reading, there was no need for real-time. The professional infrastructure of writing and publishing didn’t require much change in the move from offline to online. There was a bright line between professionally produced writing and the amateur personal home page. The pace of publication was a function of the competition between professional writing organizations. The reading of professionally produced writing has always been a distributed affair. A scarce number of writers produce writing for the abundant population of readers. Economics and value ensue from these kinds of ratios.

Search engines are largely based on the traditional economic model of the production of writing. What is returned for a search query should not only be what you’re looking for, but should be authoritative on the subject. Historically we’ve associated the kind of writing product emitted from the professional writing and publishing infrastructure as the most authoritative. While there’s not an explicit provenance, there is an implicit one based on the gesture of the citation link.

As originally conceived, the world wide web was a read-write environment. But clearly the two gestures did not occupy equivalent environments. Reading required a computer, web browser and a connection; writing required so much more. This difference in friction determined the early patterns of development for the Network. To some extent it also deferred the disruption of the established writing and publishing infrastructure.

Writing existed on the Network, but it was contained in the backwaters of the UseNet, Mailing List and the BBS. Real-time writing was limited to instant messenger, internet relay chat and the UNIX talk application. Isolated networks like the Plato System provided a highly sophisticated read-write environment that modeled many of the challenges that today’s Network is confronting.

Reducing the friction in writing to the Network, and here I’m referring to the world wide web, really began with the advent of widely available blogging software. This movement was accelerated by Facebook, MySpace, Twitter, FriendFeed and others. Twitter, in particular, lowered the level of friction to almost zero. This is why a person can now write about what they had for lunch and publish it to the Network. Each of these services is a read-write social environment with public and private publication/broadcast modes. On the level of public gestures, they provide the same level of connectivity as any other public node on the Network.

So let’s loop back to the real-time web. It’s simply the gesture of writing, of making a mark on the Network, that has necessitated the move to real time. But here when we speak of writing, it is a different writing. We don’t refer to the industrially produced writing product created for mass consumption. Instead we refer to making a mark, a gesture, in a dynamic networked environment. The rather clumsy word Stigmergy has been used to draw a circle around some of these ideas.

Stigmergy is a mechanism of spontaneous, indirect coordination between agents or actions, where the trace left in the environment by an action stimulates the performance of a subsequent action, by the same or a different agent. Stigmergy is a form of self-organization. It produces complex, apparently intelligent structures, without need for any planning, control, or even communication between the agents. As such it supports efficient collaboration between extremely simple agents, who lack any memory, intelligence or even awareness of each other.

It is derived from the Greek words stigma (mark, sign) and ergon (work, action), and captures the notion that an agent’s actions leave signs in the environment, signs that it and other agents sense and that determine and incite their subsequent actions

It’s the gesture that necessitates the real-time web. Through public gestures, we make marks in the environment that others can sense and to which they can respond. The latency in the Network needs to be low enough for a flow to occur. The time of the real-time web is a technical speed that enables this flow of marks, traces, actions, gestures to dynamically connect to other marks, traces, actions and gestures in an ongoing loop and become visible to a micro-community that defines the larger emergent social objects.

Writing, in this sense of the word, is no longer about something. It is the thing itself.

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