Facebook Generation
Carissimos (as)
Dando prosseguimento as nossas discussões em sala, principalmente a última aula, vejo essa matéria do WSJ, com texto de Gary Hame sobre The Facebook Generation. Muito do que falávamos serem as características das funções pós-massivas das novas ferramentas on-line aparecem no texto. O autor aponta 12 pontos para se levar em consideração no mercado de trabalho quando se contrata alguém dessa geração Facebook, que podemos adaptar aqui para geração Orkut. Vejam abaixo os 12 pontos que comentarei em aula amanhã:
1. All ideas compete on an equal footing. On the Web, every idea has the chance to gain a following—or not (...)Ideas gain traction based on their perceived merits, rather than on the political power of their sponsors.
2. Contribution counts for more than credentials. When you post a video to YouTube, no one asks you if you went to film school. When you write a blog, no one cares whether you have a journalism degree. (...)On the Web, what counts is not your resume, but what you can contribute.
3. Hierarchies are natural, not prescribed. In any Web forum there are some individuals who command more respect and attention than others—and have more influence as a consequence. Critically, though, these individuals haven’t been appointed by some superior authority. Instead, their clout reflects the freely given approbation of their peers.
4. Leaders serve rather than preside. On the Web, every leader is a servant leader; no one has the power to command or sanction. Credible arguments, demonstrated expertise and selfless behavior are the only levers for getting things done through other people.
5. Tasks are chosen, not assigned. The Web is an opt-in economy. Whether contributing to a blog, working on an open source project, or sharing advice in a forum, people choose to work on the things that interest them.
6. Groups are self-defining and -organizing. On the Web, you get to choose your compatriots. In any online community, you have the freedom to link up with some individuals and ignore the rest, to share deeply with some folks and not at all with others.
7. Resources get attracted, not allocated. In large organizations, resources get allocated top-down, in a politicized, Soviet-style budget wrangle. On the Web, human effort flows towards ideas and projects that are attractive (and fun), and away from those that aren’t.
8. Power comes from sharing information, not hoarding it. The Web is also a gift economy. To gain influence and status, you have to give away your expertise and content. (...) Online, there are a lot of incentives to share, and few incentives to hoard.
9. Opinions compound and decisions are peer-reviewed. On the Internet, truly smart ideas rapidly gain a following no matter how disruptive they may be. The Web is a near-perfect medium for aggregating the wisdom of the crowd—whether in formally organized opinion markets or in casual discussion groups.
10. Users can veto most policy decisions. As many Internet moguls have learned to their sorrow, online users are opinionated and vociferous—and will quickly attack any decision or policy change that seems contrary to the community’s interests. (...) You may have built the community, but the users really own it.
11. Intrinsic rewards matter most. The web is a testament to the power of intrinsic rewards. Think of all the articles contributed to Wikipedia, all the open source software created, all the advice freely given—add up the hours of volunteer time and it’s obvious that human beings will give generously of themselves when they’re given the chance to contribute to something they actually care about. Money’s great, but so is recognition and the joy of accomplishment.
12. Hackers are heroes. Large organizations tend to make life uncomfortable for activists and rabble-rousers—however constructive they may be. In contrast, online communities frequently embrace those with strong anti-authoritarian views."
Dando prosseguimento as nossas discussões em sala, principalmente a última aula, vejo essa matéria do WSJ, com texto de Gary Hame sobre The Facebook Generation. Muito do que falávamos serem as características das funções pós-massivas das novas ferramentas on-line aparecem no texto. O autor aponta 12 pontos para se levar em consideração no mercado de trabalho quando se contrata alguém dessa geração Facebook, que podemos adaptar aqui para geração Orkut. Vejam abaixo os 12 pontos que comentarei em aula amanhã:
1. All ideas compete on an equal footing. On the Web, every idea has the chance to gain a following—or not (...)Ideas gain traction based on their perceived merits, rather than on the political power of their sponsors.
2. Contribution counts for more than credentials. When you post a video to YouTube, no one asks you if you went to film school. When you write a blog, no one cares whether you have a journalism degree. (...)On the Web, what counts is not your resume, but what you can contribute.
3. Hierarchies are natural, not prescribed. In any Web forum there are some individuals who command more respect and attention than others—and have more influence as a consequence. Critically, though, these individuals haven’t been appointed by some superior authority. Instead, their clout reflects the freely given approbation of their peers.
4. Leaders serve rather than preside. On the Web, every leader is a servant leader; no one has the power to command or sanction. Credible arguments, demonstrated expertise and selfless behavior are the only levers for getting things done through other people.
5. Tasks are chosen, not assigned. The Web is an opt-in economy. Whether contributing to a blog, working on an open source project, or sharing advice in a forum, people choose to work on the things that interest them.
6. Groups are self-defining and -organizing. On the Web, you get to choose your compatriots. In any online community, you have the freedom to link up with some individuals and ignore the rest, to share deeply with some folks and not at all with others.
7. Resources get attracted, not allocated. In large organizations, resources get allocated top-down, in a politicized, Soviet-style budget wrangle. On the Web, human effort flows towards ideas and projects that are attractive (and fun), and away from those that aren’t.
8. Power comes from sharing information, not hoarding it. The Web is also a gift economy. To gain influence and status, you have to give away your expertise and content. (...) Online, there are a lot of incentives to share, and few incentives to hoard.
9. Opinions compound and decisions are peer-reviewed. On the Internet, truly smart ideas rapidly gain a following no matter how disruptive they may be. The Web is a near-perfect medium for aggregating the wisdom of the crowd—whether in formally organized opinion markets or in casual discussion groups.
10. Users can veto most policy decisions. As many Internet moguls have learned to their sorrow, online users are opinionated and vociferous—and will quickly attack any decision or policy change that seems contrary to the community’s interests. (...) You may have built the community, but the users really own it.
11. Intrinsic rewards matter most. The web is a testament to the power of intrinsic rewards. Think of all the articles contributed to Wikipedia, all the open source software created, all the advice freely given—add up the hours of volunteer time and it’s obvious that human beings will give generously of themselves when they’re given the chance to contribute to something they actually care about. Money’s great, but so is recognition and the joy of accomplishment.
12. Hackers are heroes. Large organizations tend to make life uncomfortable for activists and rabble-rousers—however constructive they may be. In contrast, online communities frequently embrace those with strong anti-authoritarian views."
posted by André Lemos at
2:33 PM
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