<<May 4, 2005>>
Archived distributions can be retrieved at;
<http://www.friends-partners.org/GLOSAS/Global_University/Global%20University%20System/List%20Distributions/Archives_from_041505.html>,
or
<http://makeashorterlink.com/?Q1A5226EA>
This archive includes a html version of this
list distribution and its MS/WORD version with its filename as
Òmonth-date-year.doc.Ó You can also access all of its attachments, if
any.
John M. Eger
Van Deerlin Chair of Communication and Public Policy
Executive Director, International Center for Communications
College of Professional Studies and Fine Arts
San Diego State University
5500 Campanile Drive, PFSA 160
San Diego, CA 92182-4522
619-594-6933
619-594-6910
Fax: 619-594-4488
jeger@mail.sdsu.edu
http://www.smartcommunities.org/
http://www.smartcommunities.org/guidebook.html
http://www.iicom.org/intermedia/july2001/eger.htm
-- His paper on Smart Communities in InterMedia.
Dear John:
(1) Many thanks for your msg (ATTACHMENT I).
It is succinct yet very interesting, indeed, as indicating the future direction
of our society!!
Dear E-Colleagues:
(2) For your
reference, I am also attaching a copy of his following article to this list
distribution;
Eger, John;
The Creative Community: Forging the links between art culture commerce &
community
(filename: CreativeCommBroFINAL.pdf_2.pdf — see at the archive of this
list distribution at the top of this msg.)
(3) Creativity is the province of Homo sapiens. We live for future, not
in past. Science and technology open the future. However, the
application of new technology often meets with ÒCreative DestructionÓ -- the
famous words by Joseph Schumpeter.
Attached to this list distribution is a photo I took at the Da Vinci Science
and Technology Museum in Milan, Italy last March. As shown, any flora and
fauna have to break their shell to have their new life.
We need not only foster the creative capabilities of youngsters, but also help
the destruction of the shells they face at emerging their new life.
(4) The culture of America is particularly suited for the creative mind —
see ATTACHMENT II.
BusinessWeek (ATTACHMENT III) says;
Òinnovation
stands out as a powerful integrative force.
Worldwide innovation networks are the new keys
to R&D vitality and competitiveness.Ó
Spreading the
culture of creative and innovative society (which is based on a firm democratic
principle) can only be done with education -- and this is much better,
effective and peaceful way of spreading democracy rather than using any
weapons!!
Thanks to the advent of broadband Internet and GRID networking technology, this
can now be done more readily than before — and more so, in globally
collaborative fashion.
(5) Globally Collaborative Innovation Network (GCIN) with a globally
distributed computer simulation system will foster creativity of youngsters
around the world. Our Globally Collaborative Environmental Peace Gaming
(GCEPG) project will be its powerful demonstration. The GUS will supply
game players, simulationists and tech support from around the world. See;
Takeshi
Utsumi
"Globally Collaborative Experiential Learning" (MS/WORD
file, 2.1MB)
http://www.friends-partners.org/GLOSAS/Global_University/Global%20University%20System/2005-05,%20KUT_Lithuania%20/GCEL_D3.htm
Or
http://makeashorterlink.com/?L13F234EA
(6) I said in my previous list distributions as;
(a)
The principle of packet-switching technology (the basis of Internet) is
ÒSHARINGÓ
to bring drastic cost reduction of expensive high speed
telecom lines, -- we are extending this principle to the sharing of knowledge
and even wisdom with the creation of Global University System (GUS).
(b) The principle of Grid networking technology is ÒCOLLABORATIONÓ
Our Globally Collaborative Environmental Peace Gaming
(GCEPG) project will be the powerful demonstration for this principle.
ÒKnowledge with interactions becomes Wisdom.Ó Globally
collaborative experiential (hands-on) learning would realize such wisdom
creation.
Those two principles are the very basis of attaining
global peace which ought to be the utmost aim of education rather them mere
enhancement of job skills, as in the conventional educational institutions
around the world.
(7) ATTACHMENT IV below is an article about the new development of the web conferencing
feature for your reference.
When this feature will accompany with the distributed computer simulation
system through Grid network, it will create Globally Collaborative Innovation
Network, which may also be used by youngsters around the world.
This will be the future direction of e-learning, more than web-oriented
teaching and multipoint videoconferencing, for
collaborative experiential learning and creation of new knowledge, with
youngsters around the world, which hence promote mutual understanding for
global peace.
(8) AppleÕs newly released operating system (version 10.4), Tiger, has a
feature Xgrid which can connect about a dozen computers — see;
http://www.apple.com/server/macosx/features/xgrid.html
I have started to study it as to make the first step of the GCEPG project as
connecting several Apple computers/laptops in my office for enacting a single
mini supercomputer. When succeeded, I would like to invite you to join in
to connect your computer(s) through broadband Internet as forming a globally
distributed super computer — see Figure 2 of my paper mentioned in the
Item (5) above.
Best, Tak
ATTACHMENT
I
From:
john eger
<jeger@mail.sdsu.edu>
Date: Thu, 28
Apr 2005 08:17:02 -0700
To: john eger
<jeger@mail.sdsu.edu>
Subject: I
thought you would be interested in the attached re connected communities
in the creative age http://www.govtech.net/magazine/channel_story.php?channel=24&id=93754
International
Meeting the
Challenge of Globalization
Apr
21, 2005 By John Eger
Outsourcing has become
a code word for the outflow of American jobs. Not surprisingly, according to a
Business Week Magazine
special report published recently, manufacturers in the U.S. are having both
hardware and software done by companies they contract with worldwide. This they
say is not outsourcing. The new word is "collaboration," After all,
this is what globalization is all about, they argue.
Clearly, global corporations have, together with their PR agencies, found a
more palatable way of talking about a huge and growing problem for America. But
the questions remain, where does it all end, and importantly, what are
Americans doing, or going to do, to keep jobs in the U.S.?
To succeed in this new and uncertain economy, we urgently need to fully engage
communities across America and reach those in each community with
responsibility for education. We need now to nurture the "connected
community" -- broadband, 24/7, wired and wireless -- information
infrastructures for the 21st century; build those collaboratories to provide
the kind of leadership the digital age requires; and above all else, begin
promoting the process of enhancing, encouraging and fostering creativity and
innovation in all its forms -- in the schools, in the workplace and throughout
the community.
Indeed, we are in the early stages of a new era in which creativity and
innovation will be the hallmarks of the most successful communities and vibrant
economies. Many, like the Nomura Research Institute, argue that the stage is
set for the advance of the "Creative Age," a period in which America
should once again thrive and prosper because of our tolerance for dissent,
respect for individual enterprise, freedom of expression and recognition that
innovation is the driving force for the U.S. economy, not mass production of
low-value goods and services.
Today, the demand for creativity has outpaced our nation's ability to create
enough workers simply to meet our needs. Seven years ago, for example, the
Alliance of Motion Picture and Television Producers asked the governor of
California to "declare a state of emergency" to help Hollywood find
digital artists. There were people aplenty who were computer literate, they
claimed, but could not draw. In the New Economy, they argued, such talents are
vital to all industries dependent on the marriage of computers and
telecommunications.
But what makes someone creative? Can the community -- through public art or
cultural offerings -- enhance the creativity of its citizens? And if the new
economy so desperately demands the creative worker and leader, what do our
schools and universities need to do to prepare the next generation of creative
people?
In their seminal work, Sparks of Genius, Robert and Michele Root-Bernstein reported on a
study of 150 eminent scientists, from Pasteur to Einstein, and discovered that
nearly all of the great inventors and scientists were also musicians, artists,
writers or poets. Galileo, for example, was a poet and literary critic.
Einstein was a passionate student of the violin. And Samuel Morse, the father
of telecommunications and inventor of the telegraph, was a portrait painter.
At the heart of this effort is recognition of the vital role that art and
technology play in enhancing economic development, and ultimately, defining a
"creative community" -- one that exploits the vital linkages between
art, culture and commerce, and in the process consciously invests in the new
information infrastructure, and human and financial resources to prepare its
citizens to meet the challenges of the rapidly evolving post-industrial
knowledge economy and society.
Those communities placing a premium on building the new information
infrastructures, achieving cultural, ethnic and artistic diversity, and
reinventing their educational systems -- from preschool through graduate school
-- will likely burst with creativity and entrepreneurial fervor. These are the
ingredients so essential to developing and attracting the type of bright and
creative people that generate new patents and inventions, innovative
world-class products and services and the finance and marketing plans to
support them. Nothing less will ensure America's dominant economic, social and
political position in the 21st century.
John Eger
John M. Eger,
Van Deerlin Endowed Chair of Communication and Public Policy at San Diego State
University, was advisor on telecommunications policy to Presidents Nixon and
Ford.
Copyright¨ 2005 e.Republic,
Inc. All rights reserved.
eRepublic, Inc. 100 Blue Ravine Rd., Folsom, CA 95630
--
John
M. Eger
Van Deerlin Chair of Communication and Public Policy
Executive Director, International Center for Communications
San Diego State University
5500 Campanile Drive
PFSA 160
San Diego, CA
92182-4522
telephone 6195946910
www.smartcommunities.org
ATTACHMENT II
Culture of America
(Unique
crucible for innovation)
Friedman,
T. L., ÒThe Secret of Our Sauce,Ó The New York Times, March 7, 2004
America
is so much more innovative a place than any other country. America allows you
to explore
your mind. America is the greatest engine of innovation that has ever existed,
and it canÕt be
duplicated anytime soon, because it is the product of a multitude of factors:
* Extreme freedom of thought,
* An emphasis on independent thinking,
* A steady immigration of new minds,
* A risk-taking culture with no stigma
attached to trying and failing,
* A non-corrupt bureaucracy, and
* Financial markets and a venture capital
system that are unrivaled at taking new ideas and turning them into global
products.
These institutions, which nurture innovation, are
the real crown jewels of American culture.
The whole process where people get an idea and put together a team, raise the
capital, create a product
and main-stream it -- that can only be done in the U.S.
The U.S. tech workers must keep creating leading edge technologies that make
their companies more
productive -- especially innovations that spark entirely new markets.
This is AmericaÕs real edge.
The above is in the Slide #14 of the Section A-3-A at the following URL;
http://www.friends-partners.org/GLOSAS/Global_University/Global%20University%20System/2004-10,%20Addis%20Ababa,%20Ethiopia/Int_Sympo.html
Or
http://makeashorterlink.com/?K11552129
ATTACHMENT III
How to Fire Up The Innovation Machine
BusinessWeek,
October 11, 2004, Page 240
At a time of intense division, with deep political and
religious fault lines splitting the world, innovation stands out as a powerful
integrative force.
It ties countries, companies, and consumers together in creating value, solving
problems, and generating wealth.
An innovation economy demands that society be open,
dynamic, educated,
international, and risk-taking. Given chance, innovation can
improve all our lives.
Financial risk-taking is the fuel that powers the
process of change.
Worldwide innovation networks are the new keys to
R&D vitality and competitiveness.
The above is in the Slide #15 of the Section A-3-A at the following URL;
http://www.friends-partners.org/GLOSAS/Global_University/Global%20University%20System/2004-10,%20Addis%20Ababa,%20Ethiopia/Int_Sympo.html
Or
http://makeashorterlink.com/?K11552129
ATTACHMENT
IV
<<May 4,
2005>>Excerpt from;
http://www.businessweek.com/print/magazine/content/05_16/b3929092_mz063.htm?chan=tc&
APRIL 18, 2005
INFORMATION TECHNOLOGY
Combat
Over Collaboration
Microsoft and IBM are fighting to control the info-sharing software market
Starkey Laboratories Inc. is known for its high-end hearing aids, but until
recently the process that engineers at the Eden Prairie (Minn.) company used to
design them was decidedly low-end. They would cook up a design concept and then
e-mail it to colleagues so they could make changes. But because multiple copies
of each design were circulating, there was a lot of confusion about which
version was the most up-to-date.
Rather than wait for Starkey's tech department to deliver a solution, a group
of frustrated engineers took matters into their own hands. They used Microsoft
Corp. (MSFT ) software to covertly set up an internal Web site for
collaboration. They were able to go online to set common goals and deadlines,
and to maintain one version of a design for their project that anyone could
modify. "It immediately increased productivity," says Timothy D.
Trine, vice president for hearing research and technology. Starkey now has 450
collaboration Web sites for various projects.
KEY SOURCE FOR GROWTH
If Microsoft gets
its way, software that lets workers like those at Starkey collaborate anytime
and anywhere is finally going to reach the masses. The tech giant is making
collaboration one of its top priorities, ratcheting up the competition in one
of the most dynamic segments of the software industry. "There's certainly
this gigantic opportunity in making workers more productive," says
Microsoft Chairman William H. Gates III.
The company's goal is to make the software as easy to use as Word, Excel, or
Outlook -- the core programs in its Office application suite. Microsoft itself
has spent more than $300 million on two startups and billions more on
developing collaboration technologies. On Mar. 15 it began a $100 million
Office ad campaign. And by the end of June it will launch Office Communicator
2005, a program designed to make it far easier for workers to initiate
everything from an instant messaging dialogue to a phone call to a video chat
session -- all from one application.
Microsoft is going head-to-head with another software giant: IBM (IBM ). Big Blue's
Lotus Notes software pioneered the collaboration market and now has 118 million
users. Last year, IBM began rolling out a new package of applications, called
Workplace, that combines collaboration capabilities with the programs workers
use to do their jobs every day. Says Steven A. Mills, IBM's executive
vice-president for software: "Our game plan here is to be a major player
in this next generation."
Both companies see collaboration as a vital source of revenue growth. The $4.4
billion market, the largest part of which is e-mail, is expected to climb at a
respectable 8% this year, vs. 6% growth for all software. The hottest niches --
Web conferencing, corporate instant messaging, and team collaboration Web sites
-- will grow 27% this year, to $1.8 billion, estimates tech research firm IDC.
Microsoft's latest move is a direct challenge to IBM. In March, it agreed to
pay $120 million for Groove Networks Inc., run by Lotus Notes creator and
former IBM star Ray Ozzie. Groove uses peer-to-peer technology -- the stuff
teenagers use to illegally swap music files -- to let workers at different
companies easily collaborate on projects through corporate firewalls. IBM
doesn't offer a rival technology. "This is a kick in the gut to IBM,"
says Erica Rugullies, senior analyst at research firm Forrester Research Inc.
(FORR )
Even before the Groove deal, Microsoft was gaining the upper hand. In 2003 it
bought PlaceWare Inc., the No. 2 player in Web conferencing behind WebEx
Communications Inc. (WEBX ) Analysts believe Microsoft has been growing faster
than No. 3 IBM since. Its big advantage is being able to capitalize on its
installed base of 400 million Office users by placing easy-to-use links from
those applications to its new collaboration software and services. That helped
it increase its number of Web conferencing customers 41% since the PlaceWare
acquisition. "Microsoft can push these products and get them in front of
users," says IDC analyst Robert P. Mahowald.
But IBM will be a worthy rival -- especially in large organizations. Its
Workplace melds such desktop programs as word processor and spreadsheet with
collaboration software and promises to make it all less expensive and easier to
manage than typical desktop computing setups. San Francisco State University,
for instance, plans to use Workplace when it's rolled out early next year to
give all 32,000 students and faculty the ability to search class information,
dig through research documents, and collaborate with one another. "The
idea is to really have an electronic campus," says Jonathan Rood,
associate vice-president for the university's division of information
technology.
While customers are kicking the tires, Microsoft and IBM are kicking each
other. Gates dismisses IBM as a serious competitor since so many of its desktop
programs, such as the Lotus 1-2-3 spreadsheet, are afterthoughts in today's
market. "It's hard for a company that has been out of it for so long and
had the various failures they've had to wake up and say, 'We care about information
workers."' he says. To Mills, it is Microsoft that is stuck in the past.
"Their world is the world of e-mail, not the world of collaboration,"
he says. Their verbal salvos don't mean much, but as long as they back their
talk with innovative new products, customers such as Starkey Labs and San
Francisco State will be the real winners.
By Jay Greene in Redmond, Wash.
**********************************************************************
* Takeshi Utsumi, Ph.D., P.E., Chairman, GLOSAS/USA
*
* (GLObal Systems Analysis and Simulation Association in the U.S.A.) *
* Laureate of Lord Perry Award for Excellence in Distance Education *
* Founder and V.P. for Technology and Coordination of
*
* Global University System (GUS)
*
* 43-23 Colden Street, Flushing, NY 11355-3998, U.S.A.
*
* Tel: 718-939-0928; Email: utsumi@columbia.edu
*
* http://www.friends-partners.org/GLOSAS/
*
* Tax Exempt ID: 11-2999676
*
**********************************************************************