Culture

Resisting Internet Orthodoxy

I've been thinking a lot about what makes the work I do and the ideas I have different from my contemporaries. Rather facetiously, I talk about the internet as a new religion embraced by the masses in search of salvation. By resisting internet orthodoxy, I deliberately try to see our society and its relationship with technology in a unique manner.

This begins with refusing to use the same jargon and phrases as others, and playing with words to find more accessible and meaningful ways of explaining trends and phenomena. The internet is full of technical concepts that have exclusive and rigid meanings.

Yet the power and resilience of the internet is derived from its open nature, so it only makes sense that we embrace freedom when we talk and think about related ideas and concepts. I do this by generally distrusting technical authorities, including early adopters, technology executives, and I.T. admins. I respect their knowledge, but always question whether their perspective has the potential to be transfered to people who aren't in a position of technical authority (the vast majority of us).

When it comes to the world of social media, which is both technical and non-technical, elitist and also accessible, I find myself consistently frustrated by the level of "group think." In contrast to other technical areas, social media accommodates anyone and everyone, so jargon isn't an acceptable vocabulary to control the discussion and analysis.

What you commonly find is a spoken and unspoken orthodoxy, rules that dictates how tools should be used and people should act. The problem is that this stifles innovation and doesn't allow for the kind of true experimentation we should be seeing in this sector.

Public relations, marketing and advertising people lament the rash of social media experts who project their own industry orthodoxy onto an emergent discipline. Few understand the dynamic involved when in a long chain of diverse individuals and organizations who have a range of expertise culturally acclimatize their own networks and friends.

The seeds of this kind of internet orthodoxy were sown in Ursula Franklin's definition of technology as being "how we do things around here". The variable comes in how we define where we are, with the internet collapsing space into time and everyone being "here" at some point in time.

A Canadian Ministry of the Internet?

Video from a recent appearance of mine on CBC News Morning to discuss the potential regulation of the Internet by the CRTC. Also features behind the scenes footage!

The Clash Over Copyright

Now is the time for all of us to speak out clearly in defense of our culture and against this legislation:

It's Become a Story About Speed

As I started my day I tuned into to watch my friends on CBC News Morning and the lead story is about more massive cuts and layoffs at General Motors. While this is obviously an economic and labour story, Danielle Bochove at one point summed up the situation when she said, "It's become a story about speed."

GM had already made cuts and plans to respond to rising fuel prices, however they were clearly not enough. In fact GM found that the speed by which the economy is changing is far faster than expected, as is the speed by which consumers are buying smaller cars.

Unfortunately the Canadian Auto Workers had just concluded a new contract with GM, and these announcements effectively undermine it, showing the drastic measures GM is taking.

I work with organizations quite a bit smaller than GM, however my primary focus tends to be helping the client accelerate their corporate culture so as to be more responsive and capable of handling the pressures of our network age.

The ability for an organization to move quickly and respond to changing conditions is crucial, and yet there are many risks to speeding up, and I suspect increasingly we're going to see the wrong way far more often then not.

Take General Motors for example. While they definitely need to move faster in the direction of smaller and more fuel efficient vehicles, they also have a commitment to their workers and their families. So their ability to respond quickly and increase their overall speed as a company must also include working with their unions rather than negotiating in bad faith which they've done.

The old and obsolete school of seeing your workforce as hostile and expendable will only result in slowing down your ability to rapidly respond to changing conditions.

Successful organizations will unite the leadership structure with the combined intelligence and labour of all the diverse employees and customers/constituents that are part of the enterprise.

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