Posted By Prucia Buscell,
Thursday, May 29, 2014
Updated: Thursday, May 29, 2014
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in our fellow humans is eroding, according to polls and surveys, and
nearly a third of Americans reportedly don't even completely trust their
A Pew Survey on social trends found that the Millennial generation,
people ranging in age from 18 to 33, have emerged into adulthood with
considerably lower social trust than earlier generations. Asked the
long-used social science survey question "Generally speaking, would you
say that most people can be trusted, or that you can't be too careful in
dealing with people?" only 19 percent of millennials say people can be
trusted. By comparison, 31 percent of Gen Xers, those born 1965 to 1980,
40 percent of Baby Boomers, born 1946-1964, and 37 percent of those
born in 1945 or before say people can be trusted. The poll, conducted in
February, also showed millennials are less attached to religious and
political institutions than older people.
An AP-GfK poll conducted in 2013 suggests most Americans are suspicious of each other in daily interactions. Fewer than one third
said they trust clerks who swipe their credit cards, other drivers on
the road, or strangers they meet traveling. Only a third of those
responding to the AP-GfK poll said they thought most people could be
trusted. In 1972, half of adults surveyed said others were trustworthy.
Only 69 percent of Americans questioned for a World Values Survey
reported that they completely trust their family members. That places
the U.S. near the bottom of the 55 countries surveyed on that question.
Family trust was reported to be lower only in Ghana, Lebanon, Azerbaijan
and the Netherlands, where just 59 percent of respondents reported
complete trust in their families. Three quarters of Americans think war
is sometimes needed to obtain justice-second only to Pakistan. And 16
percent of Americans surveyed say they carry a gun or other weapon for
security. That sounds low, but it places the U.S. third in the world,
behind only Libya and Lebanon. See the Washington Post Wonkblog charts on world values.
scientists and political analysis say trust is necessary for a civil
society-it helps people work together for the common good, and promotes
cooperation among people who have different beliefs and backgrounds. April Clark, a Purdue University
political scientist, says distrust promotes rancor and incivility.
Surveys appear to confirm we have an increasingly wary view of others.
Theories differ on why. A USA Today story quotes Robert Putnam, author of Bowling Alone,
who says Americans have abandoned clubs and civic associations in favor
of watching TV at home, thereby reducing common social experiences and
the ties they create. University of Maryland Professor Eric Uslaner
studies politics and trust. He writes that economic inequality drives
distrust. If you believe the world is a good place and that you can help
make it better, you'll be trusting, he says. If you think it's a dark
place run by forces beyond your control, you won't.
says trust has declined as the gap between rich and poor has grown
because more Americans feel they no longer have a shared fate with the
affluent and rich. A 2007 Pew Research Center analysis, showing
minorities and low income adults had lower levels of social trust than
wealthier groups, theorized that people who feel vulnerable or disadvantaged find it riskier to trust "because they are less well-fortified to deal with the consequences of misplaced trust."
a more trusting society emerge? Millennials, the digital natives who
build their own social networks and use social media with ease, hold the
key. Despite their low levels of trust, they are more optimistic than those who've gone before them. The Pew research shows nearly half think America's best years are in the future.
Trust men and they will be true to you. Treat them greatly and they will show themselves great. -Ralph Waldo Emerson
Posted By Prucia Buscell,
Thursday, May 22, 2014
Updated: Friday, May 23, 2014
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is about life at the very top of the world's forests, a distinct aerial
realm where an estimated 30 million species share their space with
leaves, branches, rain, sunlight and wind. Life on the ground is
interconnected with life on the top and everything in between. In fact,
survival of the whole forest depends on the success of the life at every
level. And health care organizations have much in common with forests.
The design team envisioning a new Kirkland Clinic at Virginia Mason Medical Center in Seattle studied rainforest ecosystems
as they considered how different teams of specialists, internal
medicine and family medicine providers could blend individual design
needs for their own patients while working together on whole clinic with
core support services. As a result, the Mountain, Meadow and Beach
corridors in the clinic allow the teams to share resources and operate
autonomously as needed.
In his new book Accelerating Health Care Transformation with Lean and Innovation, internationally renowned consultant Paul Plsek describes Virginia Mason Medical Center's continuing work to integrate Lean
and innovation in pursuit of "the perfect patient experience." Learning
from analogies in nature is one tool. Word play was another.
Participants in a workshop convened for design of another clinic used
the word "lagoon" to temporarily sum up a guiding metaphor. A lagoon is
flexible because it supports both fresh and salt water and while it
looks calm and beautiful it's teeming with life under the surface.
In 2002, Virginia Mason adopted the basic tenets of the Toyota Production System, called it the Virginia Mason Production System,
and integrated it throughout the organization in an ambitious program
to change the way it delivers health care and improve patient safety and
quality. Plsek, a management guru and expert in large scale change in
complex systems, served as the center's chair of innovation. He explains
lucidly and with dozens of examples why Lean and innovation are
complementary. Lean is about standardization that improves flow and
removes waste, and it stretches people's thinking by aiming for
perfection even when that seems impossible. That requires busting myths,
re-thinking basic assumptions, and examining practices in other
industries. During various change efforts, staff members were asked to
study weather forecasting, air traffic control, and computer virus
detection for any key features that might relate to improvement in
hospital care. Inspired by the fast food business, Virginia Mason began
the first drive through flu vaccine program.
tools of lean and the directed creativity described by Plsek brought
about a clinic operation so well designed that patients were seen
immediately, eliminating the need for a waiting room, and an infection
prevention and communication system so efficient that time needed to
identify a catheter associated urinary tract infection was reduced from
seven hours to 11 minutes. Plsek talks about the long commitment to
create a learning organization, where all community members are
introduced to VMPS, all engaged in improvement, and leaders learn to
coach and support learning. Plsek discussesa commitment to andragogy-the
education of the adult learner, who unlike the child or complete
novice, needs opportunities for application of new concepts, dialogue,
and guided reflection in a safe environment that permits the learner to
challenge and unlearn old and deeply held beliefs and assumptions.
Plsek makes clear, none of this is quick or easy. He quotes reflection
by Virginia Mason neurosurgeon Dr. Farrokh Farrokhi who studied the
Toyota system in Japan and came come to understand that the Japanese
after 50 years are still perfecting their system, and the journey of
lean and innovation is infinite. "I now realize that paradoxically, what
you need is patient urgency," Dr. Farrokhi said. Listen to tomorrow's PlexusCall with Paul Plsek and Daniel Pesut.
Posted By Prucia Buscell,
Thursday, May 15, 2014
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and personality are strongly influenced by participation in groups, and
individuals living in stable environments seem more able to develop
their own distinctive styles than individuals who face frequent
sounds like human experience, but this finding came from research on
social spiders. While most of the world's 43,000 varieties of spiders
work alone as they spin webs and devour prey, Stegodyphus dumicola
is one of the 35 or so arachnid species that could make an arachnophobe
flee in horror. These social spiders collaboratively build massive webs
that allow them to capture prey bigger than they are, and they organize
their activities and divide their labors. And as Natalie Angier writes in a New York Times story,
research on these unusual creatures may provide fresh insights into
such human mysteries as where personality comes from and why some
individuals are innately shy while others are naturally aggressive. Jonathan N. Pruitt,
PhD, a biologist at the University of Pittsburgh, who studies social
spiders, told Angier, "It's very satisfying to me that the most maligned
of organisms may have something to tell us about who we are."
People and animals differ hugely in such traits as shyness, boldness, and adventurousness. Writing in the Proceedings of the Royal Society B, Dr. Pruitt and Kate Laskowski, of the Leibnitz Institute of Freshwater Ecology and Inland Fisheries
in Berlin, report that social spiders display individual
predispositions early. Further, spiders living in a stable, predictable
environment didn't become conformists. They became more individualistic
and had more pronounced personal quirks than spiders that were
experimentally shifted from one group to another. And personality tended
to dictate how labor was divided.
explains that among honeybees, caste depends on age-the youngest tend
the young, while older bees forage for food and defend the hive. Ants
wind up as soldiers or workers depending on their nutrition when they
are larvae. Social spiders find their niche in community operations
based on such individual characteristics as size and temperament.
Pruitt and colleagues found that, the innately aggressive spiders were
in charge of capturing prey and defending the colony while more docile
spiders tended the young. How do you discover spider personality? In one
method the Times story describes, researchers puffed air at
the spiders through a bulb-topped syringe. The bold ones bounced back
from the perceived threat in five or fewer seconds, while the more timid
ones took 10 seconds or longer. And the stable groups had the greatest
variety of bold and shy. Researchers even found that whole colonies can
have distinctive personalities, just as human neighborhoods can.
are discovering more and more animals that have traits we once
considered exclusively human. So we can marvel at spider individuality.
We can also be glad we don't share the Stegodyphus approach to family
life. The father spiders commit infanticide and the mothers are suicidal.
Females attach their egg cocoons to the web and guard them until babies
hatch. Male Stegodyphus spiders like to steal the eggs, forcing the
female to replace the cocoon and use the miscreant's sperm to fertilize
at least some of her eggs. Once the babies hatch, the mother feeds her
young by regurgitating most of her own meals directly into their mouths.
When the babies are about a month old, they attack the mother,
injecting her with their venom and digestive enzymes, and eat her. When
she is consumed, the siblings cannibalize as many of their brothers and
sisters as they can before the survivors embark on new lives. Read the Times story here.
left image by Dr VB Whitehead
Posted By Prucia Buscell,
Thursday, May 08, 2014
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Jeff Bezos announced last year that Amazon was testing drones to speed
purchased goods to Amazon customers, lots of people laughed. New York Times columnist Maureen Dowd
wondered whether other alpha moguls would want their own drone fleets
to provide their customers with instant gratification, and she worried
about the dizzying logistics and hazards of thousands of delivery drones
crisscrossing the nation's airspace. Netflix mocked Amazon with a fake ad.
Entrepreneur Andreas Raptopoulos scoffed when Domino's
launched two pepperoni pizzas on a publicity-driven drone delivery last
summer. "Why the hell would you do that," he asked, when perfectly good
ways to deliver pizza already exist? But as a story by Shane Hickey in The Guardian explains, Raptopoulos already had his own vision of drones delivering medical supplies to places that roads don't reach. He founded Matternet,
a company devoted to a network of stations for flying drones that could
expand beyond medical applications to become the world's next
generation transportation system. Matternet has tested drone prototypes
for deliveries in Haiti and the Dominican Republic. The technology isn't
yet ready for long distances and mass development, but Raptopoulos
believes safe, reliable drone systems are inevitable.
Bezos, the Amazon CEO, is serious too. Amazon's core business is selling and delivering physical stuff, and a Wired Magazine story by Marcus Wohlsen
reports plans for drone delivery are well underway. According to the
story, Bezos told shareholders in his annual letter that the Amazon "Prime Air team is already testing our 5th and 6th generation aerial vehicles, and we are in the design phase on generations 7 and 8."
It not as far-fetched as it sounds. An administrative law judge for the National Transportation Traffic Safety Administration ruled the Federal Aviation Administration has no authority to ban
the commercial use of unarmed aerial vehicles. Amazon has said it hopes
FAA rules for civilian drone flights will be in place sometime in 2015.
What if they crash or smash into things? What if people shoot them down? An Atlantic story by Alexis Madrigal explains why Raptopoulos thinks those are baseless fears and why drones are the transportation of the future.
have been used already for a friendly gesture, with a little
advertising thrown in. Singapore is a wealthy country, but it relies on a
million immigrant workers from China, India and Bangladesh who get paid as little as $1.60 an hour
for manufacturing and construction work. Fast Company reports
that to cheer people missing their homes, Coca Cola asked Singaporeans
to take photos of signs thanking the immigrants for building their
buildings. The photos were wrapped around cans of Coke, and 2,500 cans
of cold soda were delivered by drone to construction workers. The ad
agency Ogilvy & Mather Singapore filmed workers happily getting their drinks and messages, and you can watch here. Well, that is nice, but don't forget scientists say soft drink consumption is a major contributor to obesity and diabetes, in wealthy and developing countries world wide.
Posted By Prucia Buscell,
Thursday, May 01, 2014
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people who care more about social capital than market capital, and who
think access is more valuable than ownership, will increasingly disrupt
established businesses and transform economies, according to economic
and social theorist Jeremy Rifkin.
Rifkin is the author of The Zero Marginal Cost Society, a new book that describes how the emerging Internet of Things
is propelling us toward an era of nearly free goods and services and
how a growing culture of sharing rather than owning is speeding the
growth of a global Collaborative Commons. And those forces, he says, will mean the eclipse of capitalism as we know it.
In an essay posted at CommonDreams.org, Rifkin cites opinion surveys by Latitude Research
reporting 75 percent of respondents believe their sharing of physical
objects and spaces will increase in the next five years; 78 percent said
online interactions have made them more open to sharing with strangers;
and 85 percent think the web and mobile technologies will help build
large scale sharing communities.
In a New York Times essay,
Rifkin identifies what he calls "a paradox at the heart of capitalism."
He says the "inherent dynamism of competitive markets" is bringing
costs so far down that many goods and service are becoming cheap,
plentiful and no longer subject to market forces. He says that began
with peer to peer file sharing that let people bypass conventional
sources for entertainment and information. He predicts many giant
enterprises in a variety of commercial sectors won't survive the trend.
is a six-year-old start up that has booked three million guests for 10
million nights in 33,000 cities in 192 countries. This year, Rifkin
writes, Airbnb expects to fill more rooms than the Hilton
InterContinental hotel chain -the world's largest hotel operation. Airbnb
connects people who want to earn income by renting out their unused
space and people looking for interesting, inexpensive temporary lodging.
The website offers accommodations that range from rooms and apartments
to boats and tree houses. Its biggest competitor, Couchsurfing.org
is described on its website has a global community of 7 million people
in more than 100,000 cities who "share their life, their world, their
members provide free space to each other, and emphasize the opportunity
for social interaction. Rifkin says more than 19.1 million friendships
have developed from couchsurfing visits.
A multitude of websites offer sharing and renting of cars, toys, tools, and clothing for children and adults. Tie Society is a subscription service for men who can receive and exchange the high-end fashion accessories for as little as $11 a month. The Freecycle Network is a nonprofit that claims more than seven million members world wide and allows users to give away used items for free.
not surprising that a younger generation that grew up recycling
plastic, glass and paper would turn to recycling items they own," Rifkin
writes. "The notion of optimizing the life cycle of items in order to
reduce the need to produce more partially used goods has become second
nature to young people for whom sustainability is the new frugality."
thinks The Internet of Things, a recent phenomenon based on a
technology platform that is beginning to connect everyone to everything,
has potential to create a new economic model in which collaborative
consumption outpaces owning. According to WhatIs.com, a thing, in the Internet of Things (IoT), can be a person with a heart monitor implant, a farm animal with a biochip transponder, an automobile that has built-in sensors to alert the driver when tire pressure is low -- or any other natural or man-made object that can be assigned an IP address and provided with the ability to transfer data over a network. Rifkin
writes that today, more than 11 billion sensors are attached to things
and feeding data into the IoT. People can connect to the network and use
available tools to access a huge range of products and services. Rifkin
calls IoT a game changer that will allow a collaborative commons to
flourish alongside conventional commercial markets.
Posted By Prucia Buscell,
Thursday, April 24, 2014
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vibrant economy needs more organizations where people thrive, and
evidence suggests we're far from that ideal. A recent Gallop report
finds 70 percent of American workers are disengaged from their jobs, and
nearly 20 percent of the disengaged actively resist their employers'
goals. Gallop also reports
disengagement may cost up to $550 billion a year in lost productivity,
and untold losses in employee potential. With only 22 percent of
employees committed to their work and thriving, there clearly is an
urgent need to plant seeds to grow engagement.
In their new book, The Surprising Power of Liberating Structures, Keith McCandless and Henri Lipmanowicz,
both experienced in business and skilled facilitators, give us an
entire seed catalog: 33 Liberating Structures which, used alone or in
combination, provide an endless variety of ways to include and engage
people in groups of any size.
authors identify the sweet spot where changes are easy to implement and
make a big difference: the routine practices that people use to
structure how they interact when they meet to plan, learn, solve
problems, and make decisions. They call these practices
"microstructures" and they have found that nearly everyone uses the same
five conventional microstructures over and over: presentations and
lectures in the classrooms, managed discussions, status reports, open
discussions and brainstorms. Unfortunately, these five conventional
structures are designed primarily to direct and control and are
inadequate for engaging people. In contrast, Liberating Structures (LS)
are designed to make it easy to include and engage everyone regardless
of rank or seniority.
introducing LS the authors help us become much more aware of the
ubiquitous presence of structures and how they both support and
constrain all our activities. They show us how we can configure them to
help us achieve surprisingly better outcomes. The conversations we
start, the questions we ask, and our listening skills all make a
difference. The authors challenge us to observe circumstances and events
more closely with attention to what's really important to us and to
others. They make it clear that we can all learn to use simple
structures that enable any group of people working together to radically
improve collaboration, innovation and decision-making.
LS everybody affected by a problem can be included in discovering how
to tackle it. The role of leadership is to participate and support but
not dictate. The book has a whole chapter on how leaders using LS can
learn to contribute their own best while energizing others to develop
and flourish in their work.
Creative icons represent each of these microstructures on the Liberating Structures website.
LS are easy to learn. For example, in 1,2,4,All,
participants get a minute to reflect on an issue and write their
thoughts. They get two minutes to share their thoughts in pairs, and two
minutes to repeat the process in a group of four. The four person
groups each decide on the most important points to share with the whole
group. The entire exercise can take three to 15 minutes, and surprising
new ideas are likely. All participants, regardless of position, can
articulate and test their ideas in a safe space and all have an equal
chance to contribute. Good ideas can emerge from anyone. There is no
limit on how many people can be included.
inspired in part by a Russian inventor, participants are invited to
engage in creative destruction and dispatch sacred cows. They think of
an important objective and then list everything they can do to achieve
the exact opposite. Some of the suggestions are likely to be hilarious.
During the second step their task is to identify anything they currently
do that resembles the things on their list. Now they know what they
need to creatively destroy in order to make space for innovation. Other
LS will help with a deeper dig for solutions.
book is elegantly structured and designed for easily accessible answers
to questions. Part One offers a thoughtful discussion of "The Hidden
Structures of Engagement," how to see them under the surface, how they
work, and how the power of small changes can induce transformations
without expensive training and personnel changes at work and without
strife at home. In Part Two, the authors share their wisdom on learning
and using different LS. They suggest ways to match specific challenges
to specific structures. Is your purpose unclear? Try 9 Whys.
It works at home just as well. Lipmanowicz recalls a colleague saying
she used 9 Whys to help her daughter crystallize ideas for a school
paper. Want to analyze progress to date and decide how to proceed? Try What, So What, Now What.
That too works in home and career. Mixing LS can refine inquiries and
discoveries. The authors suggest ways to string several LS together to
work on complex issues. But they stress their examples are not
prescriptions. While LS are easy to understand, advanced skill using all
of them takes practice. "Learning to customize Liberating Structure
designs for the specific purpose of each complex challenge is an art
form that can be improved over a life time," the authors declare.
extensive field guide explains each LS, its structural elements, its
possibilities, its derivation, and some tips, potential traps and
stories from the field are instructive. Lisa Kimball is an experienced
entrepreneur who started using LS in the 1980s. In her work with the
U.S. Army, a User Experience Fishbowl
allowed soldiers about to deploy to Afghanistan to hear first-hand
experiences of soldiers returning from war. That included vital
information on how they built trusting relationships with women in rural
villages to improve intelligence and discourage Taliban recruitment.
Officers reported they learned far more from personal exchanges than
from formal summaries. Michael Gardam, MD, medical director of infection
prevention at the University Health Network in Toronto, explains the
way Social Network Mapping
showed new relationships developing across units and diverse
disciplines as people collaborated to stop the spread of infections. Simple Ethnography
interviews, ranging from housekeeping to executives, then documented
the culture changes and differences of habits and behavior brought about
by new ways of working together.
Structures may be the seeds to grow engagement in your organization.
They may also nurture new thoughts and actions in your communities and
To learn more, participant in a PlexusCall May 9, in which Henri and others will discuss Liberating Structures. Buy the book, visit the LS website, and attend the Liberating Structures Workshop May 29-30. Read the Gallop State of the American Workplace Report.
Posted By Prucia Buscell,
Thursday, April 17, 2014
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data, the combined billions of pieces of information available
electronically, can be expected to change the whole realm of managerial
decision making, according to Tom Davenport, a business analyst and the President's Distinguished Professor in Management and Information Technology at Babson College.
Davenport, the author of Big Data at Work: Dispelling the Myths, Uncovering the Opportunities, describes the challenges and changes he anticipates in an interview with Strategy+Business.
For starters, much of the data used in big data analysis is
unstructured, which means it takes considerable time and effort to get
it into a format that allows for analysis, and even then it's not always
easy to get shades of meaning. Another problem, he says, the sheer
speed and volume of data makes it hard for businesses to use it for
that can develop high speed decision making capabilities in response to
the speed of big data will be taking a big step forward, he told the
magazine. He notes that Peter Drucker warned 20 years ago that
corporate IT's reliance on internal data created a dangerous focus on
inward costs and efforts. But big data will create a healthier focus,
Davenport says, because so much of it comes from external sources-from
social media, data gathered from macro economics, science, politics and
weather. Companies that learn how to include this external data in their
models for decision making will have better ideas on how successful
particular products and marketing campaigns might be.
For example, Davenport cites the company Recorded Future,
which scans vast amounts of information on the Internet-news
publications, government web sites, financial data bases, trade
publications and blogs-and analyzes content to forecast future events.
Davenport notes intelligence agencies use Recorded Future data
to assess potential for terrorism, and private companies use it to
evaluate their competition, their present and potential markets, and
changes among customers or suppliers that might impact their success.
data may produce surprising changes in healthcare. Technology experts
expect that wearable devices that record and monitor people's bodily
functions will increase quantity and potential uses of data in health
data bases. Social media is already a rich source of new heath
information. In a recent New York Times column, economist Eduardo Porter described research indicating analysis of the way a woman used the first person singular in her Twitter
posts provided an uncannily accurate prediction of her odds of
suffering post partum depression. Researchers from Georgia Institute of
Technology and Microsoft analyzed two years Twitter posts
from four cities in Mexico and identified numbness and other mental
health issues among bystanders who had witnessed violence resulting from
activities of drug cartels. They said the findings had potential to
provide mental health resources and other aid to impacted groups and
Posted By Prucia Buscell,
Thursday, April 10, 2014
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brain activities that give rise to thinking may be akin to the dynamics
of earthquakes, forest fires, the spread of contagious disease, the
distribution of galaxies in the universe and the sand in an hourglass.
Flip an hour glass upside down, and sand running into the bottom of the
glass forms a pile that eventually becomes so unstable that one more
grain can cause the pile to collapse into an avalanche. When that
happens, the base of the sand pile
flattens out, another pile begins, and then it too reaches a point
where it collapses. Through several avalanches of varying sizes, the
sand pile maintains overall stability. It's a process Danish-American
scientist Per Bak called "self organized criticality."
When he died in 2002, The New York Times described Dr. Bak
as an "intellectually pugnacious physicist who sought to understand how
complexity arises in the world," and how the simple particles that make
up the universe could be transformed into the extraordinarily intricate
order found in nature. A story by Jennifer Ouellette in Quanta Magazine and reprinted in the Scientific American,
explains that Dr. Bak found an answer in phase transition, the process
in which materials pass from one state to another. The phase change of
water to steam, for example, depends only on temperature and air
pressure. Ouellette explains Dr. Bak proposed phase change in which
local interactions among many elements of a complex system could
spontaneously self organize to reach the tipping point he called
criticality. In a 1987 paper in Physical Review Letters,
Dr. Bak and coauthors described self organized criticality as the
underlying mechanism behind the flow of rivers, the luminosity of stars,
and what happens in sand piles and other dynamical systems. His book How Nature Works expands on the idea.
didn't immediately embrace Dr. Bak's idea on brain function when he
proposed it 15 years ago. In the last decade, however, EEG recordings of
the interactions among individual brain neurons, large scale studies
comparing computer model predictions and fMRI images, and examinations
of slides of cortical tissue, have produced evidence that the brain
exhibits properties of criticality. Neurophysiologist Dante Chialvo,
from the University of California at Los Angeles, is among the renowned
scientists who now think self organized criticality could explain brain
activity. The idea is also being explored by national and international
Getting back to the hour glass. Ouellette explains that when the sand
pile-a complex system with millions of tiny elements-reaches the
critical point, there is no way to predict which next grain will cause
the avalanche, how big any avalanche will be, or how many there will be
before all the sand is in the bottom of the glass. The things you can
predict are that the falling of one extremely tiny grain can have a big
impact; and that while overall stability of the system is
maintained-there's still a pile-and there will be more small avalanches
than big ones, in line with what mathematicians call power laws.
exact moment of transition in a phase change is the critical point when
the system is half way between one phase and the next. Each of the tens
of billions of neurons in our brains, their connections and their
interactions, produce "the emergent process we call thinking," the Quanta
article says. It goes on to say that Dr. Bak's idea "implies that most
of the time, the brain teeters on the edge of a phase transition,
hovering between order and disorder."
Posted By Prucia Buscell,
Thursday, April 03, 2014
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What is happening in that mysterious space between people who discover they have fine interpersonal chemistry?
Suzanne Dikker, a cognitive neuroscientist at New York University,
hopes dancing holds clues. She is using dance to investigate human
brainwave synchronization and learn how it can happen. "NeuroTango" was hosted recently by the Greater New York City Chapter of the Society for Neuroscience as part of its Brain Awareness Week. It was also an opportunity for Dikker to get pairs of tango dancers to wear EEG headsets to measure their brain waves as they danced and thought about dancing. A Scientist.com story by Eli Chen describes Dikker's experiment.
who were experienced dancing partners danced to music as they usually
would. They then switched partners, so they were dancing with a new
partner or someone less familiar. Next, they stood still with their
original partners and imagined dancing. Dikker projected graphics onto
the walls, showing when dancers' brains were in sync, and not. Other
studies have shown that experienced dancers coordinate their movement
differently from novices, and that both dancing and mentally rehearsing
the dance stimulate similar brain activity.
Dikker said she is using the tango
because the dancers perform fast, intricate movements that require
exceptional coordination and the need to anticipate each other's every
step, sway and twirl. In addition, leaders and followers have different
mental tasks. She also hopes to learn whether the EEG can reliably
measure brain activities of people who are moving. The Scientist story
says Dikker had worked with Marina Abramovic on "Measuring the Magic of Mutual Gaze,"
at the Garage Center for Contemporary Culture in Moscow in 2011. In
that event, designed to examine empathy and nonverbal communication,
Amramovic and volunteers sitting opposite her gazed into each other's
eyes while EEG headsets captured their brain activities. In that case,
the subjects were stationary.
Lawrence Parsons, a cognitive neuroscientist at the University of Sheffield, did a neuroimaging study of dancers in 2008. An article he co-authored for the Scientific American says coordinated dancing may not occur anywhere in the animal kingdom except among humans. "Our
talent for unconscious entrainment lies at the core of dance, a
confluence of movement, rhythm and gestural representation," the article
says. "By far the most synchronized group practice, dance demands a
type of interpersonal coordination in space and time that is almost
nonexistent in other social contexts."
Lewis Hou, a research associate at the University of Edinburgh, is studying what happens in the brains of Scottish folk dancers
as they perform. He praises NeuroTango as excellent science
communication and a good way to engage the public in neuroscience. Hou
will be participating in a science festival this April in Edinburgh where the dance performances will be partnered with scientific explorations.
O body swayed to music, O brightening glance,
How can we know the dancer from the dance?
From "Among School Children" by William Butler Yeats
Posted By Prucia Buscell,
Thursday, March 27, 2014
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conversations create identifiable networks that have structural
differences depending on the topic and the influence of dominant
individuals. The structures are created as participants in the network
choose the people they answer, retweet, and mention in their own
messages, according to the Pew Research Internet Project.
The Pew researchers found six identifiable network structures: divided, unified, fragmented, clustered, and inward and outward hub and spoke structures. The report summary contains explanations and examples of teach type.
who tweet about political topics, for instance, tend to form divided
structures, in the form of two separate and polarized conversational
networks. Participants in these differing networks don't interact with
each other and they rely on very different sources of information. In
many controversial conversations participants in the networks that Pew
identified as liberal or conservative cited very different websites and
distinctly different words and hashtags. People in the liberal groups
generally cited URLs for mainstream news outlets, whereas conservatives
tended to cite URLs for conservative news and commentary websites, the
report says. The report says the finding underscores the partisan nature
of political tweeting and group reliance on different people and
organizations as well as different news sources. It also shows the two
groups usually ignore each other despite intense interest in the same
networks are tight crowds of highly interconnected people often joined
together by professional interests and hobbies. These structures often
show how networked learning communities work and how social media can
foster sharing and mutual support. People who form Twitter groups based
on their interests in brands, products or celebrities, tend to form
fragmented networks because they focus on their interest, but don't
usually connect with each other.
conversations often look like bazaars with many centers of activity,
the report says. For instance, people interested in the disappearance of
Malaysian Airlines flight 307 could follow the news presented in
several languages by several news outlets. Any global story, the report
says, can generate multiple and diverse audiences that illustrate
diverse opinions and perspectives.
networks tend to form a hub and inward spoke structure, in which
participants repeat and comment on the output of well known media
outlets. Participants are often connected to and in conversation with
the hub, not each other. Support networks, such asbusinesses trying to
resolve customer complaints, create a hub and outward spoke structure,
where the hub business sends replies and information to many
media is the new public square, Pew researchers say, and the network
maps formed by Twitter conversations are like aerial photographs that
show size, composition, and network locations that are analogous to
positions of strategic importance in physical landscapes. These
locations can help identify key people who influence social media
conversations. Read the Pew Research Internet Project report for more information, illustrations of the maps, and further sources on network data and visualizations.
Thanks to Buck Lawrimore for pointing out this story.