Stories about the future of learning Lutz and Ulrike Reinhard Berger Wording by Stephen Downes Sponsors We thank

our sponsors who made this publication possible. Disclaimer © Lutz Berger Ulrike Reinhard and concept: Ulrike Reinhard texts: Lut z Berger Ulrike Reinhard and Layout: Bea Gschwend CoreMedia AG digital publishing AG ed-lab GmbH edu.tainment gschwend_grafik knal lgrau GmbH SAS Institute GmbH verlag time4you whois Contact: Ulrike Reinhard Tel + +49. 6229th 93 07 06 Cell + +49,173. 3 08 40 17 s kype: ulrikerenate mail: url: blog : content so it looks like! 2, we have understood! 4, the future has long since 6 everything is different! 10 12 ea ty Trends and more. 16 20 24 30 34 40 44 48 52 58 62 66 MashUps Intranet Collaboration Content Ar + Communication Game Based Learning informal learning media platforms Usabili BrainMind Enterprise 2.0

Space. Take advantage of your opportunities. 88 2 we have understood 3 We have understood! Suggestions - the better we should! Try a little more listening - not only myself but also to make! Web 2.0 Too much , too little learning. There were a lot of information about Web 2.0 technologie s, the link to the eLearning / Learning has been lacking. More Interntationalitä t. Think about how you could gain more decision-makers from companies for partic ipants! Would have liked more people become acquainted. Other seating arrangemen t! Three hours at the beginning are too intense! Topics already online session s et in advance and present then only the selected topic. The group work in the af ternoon to prepare better and better organize the groups! Group work make clear, the groups were geographically too far apart! And so we want to make it better at: 10/01/2008 More hands-on! "True Learning": Where will already learned a model? More Internt ationalität. More participants from companies! Introduction of the participants in advance in the SCOPE blog. Other seating arrangement! More breaks in the morn ing! Topics set in advance. Canteen is for group work space. The Future of Learning - on ongoing process.

4 it looks 5 the future is already there, it is only "The greatest danger in times of turbulence is not the turblence. It is to act w ith yesterday's logic. "Peter Drucker" Education is not about Merely transferrin g information. It is about contextu that information in the real life experience s of the learners, and in relation with the experiences of other learners ... It is the relationship among people and sharing experiences that create emergent C ontextualized knowledge that is the basis of education. "Mark Federman" You can not manage knowledge - nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, vali dated, transferred, adopted, adapted and applied. " Chris Collison, Geoff Parcell not evenly distributed! "If you can, what can all already, and only knows what all know, can only do wha t all do that." Prof. Hubert Markl "Anyone who makes a distinction between games and learning does not know the fir st thing about either." Marshall McLuhan "The connections that enable us to lear n more are more important than our current state of knowing ... "Knowing where" and "knowing who" are more important today than knowing when and how. "George Si emens" Who is looking for an angel and looking only at the wings, could bring a goose to go home. "Georg Christoph Lichtenberg" The real significance of the Rec ent web development, known as Web 2.0 is, not to create Web sites to count visit ors and to sell things online. It is a global infrastructure, thanks to the coll aboration costs fall to zero ... The whirls the whole economy. "Don Tapscott" Ma rkets are places where buyers and sellers come together to sell goods and servic es and to purchase. However, networks are created out of its structure by elimin ating the traditional trade and to replace it by connecting sellers and users. " Jeremy Rifkin "... there are rend, and says or unexpected. not especially eople. " Stephen Downes two major types of predictions: one, which identifies a current t it will continue, and the other, that identifies something novel It seems clear that the former predictions are easy and safe and useful. The latter, while not as safe, were much more useful to p

"I believe learning and development, particularly in the corporate context, to b e a curiously conservative profession, which does not rush to make changes of an y nature, however convincing the arguments." Clive Shepherd everything changes Text: Ulrike Reinhard everything is different! Design with us! Those who today leads a company sees itself challenges, it has not been seen in this intensity and strength in the last hundred years. We live in times of uphea val and are in a rapid change of society and economy is changing profoundly. Wha

t are the drivers for this change? 8 everything changes 9 everything is different! Storm warning by Don Tapscott, author of Wikinomics, are the drivers of this cha nge the following: We live in a Expotentialkurve terms of technological developm ent. Above all, the Internet, which grows into a giant computer, filled with dif ferent services. It is no longer a platform for content, but rather a platform t hat enables collaboration and self-organization. To paraphrase the words of Mari o Sixtus: Context is King! In addition to this technological revolution we are c urrently experiencing a demographic revolution. The "net generation" that has no fear of technology and instead as something ubiquitous as the air we breathe is understood, on their way to work. This generation - the brain researchers have discovered - are the "convolutions" different, they "tick" in the truest sense o f the word differently. This rising generation is the first time in history, an authority on the elderly, because they can deal with the current developments we re quite different! This leads to the next revolution, created the Social: livel y, self-organized "communities" and challenge "traditional structure" all the wa y out relentlessly: youtube / myspace ask MTV, flickr proposes Kodak easyshare, facebook and wikipedia lapped wins against Britannica ... What takes p lace there? A far-reaching and profound economic upheaval! While companies were founded 75 years ago, mainly because the costs of coordination, collaboration, r esearch and development and much more were so high, "unbundle" Today businesses in networks into different "peers" (English equivalent peer = on one level). CIS CO has understood this as one of the first companies and beaten enormous capital from it. In today's market, the costs of collaboration are so fast that these n etworks peers not only together but also produce together! Famous examples are i n software Linux and Mozilla, in Bankengwerbe soap and in the field of physical goods such as motorcycles and TShirts. These peers are outside the company. But peers are also formed within the business value chain (eg spread-shirt) and also within the company itself, and they work together on organiatorische boundaries . This is a huge break! For many companies, the first hurricane of the strength of six of its existence. And we are just beginning this process. the trends the trends One more, the other less. Importantly, they all are. In the ensemble. In detail. the trends Collaboration and knowledge management "are issues that have really got back fro m Web 2.0 Drive," says Peter Schutt, sponsor of the trend toward collaboration a nd head of Knowledge Management in the IBM Software Group Germany. He advises IB M customers from all industries to knowledge management, Workplace, Portal and C ollaboration and knows what he is talking Godfather: Dr. Peter Schütt, Leader Kn owledge Management Germany, Software Group, IBM Germany GmbH collaboration, blog s, wikis, Wikinomics, knowledge management, knowledge workers, new economy, cybe r economy, collaboration tools, social software, nextpractice, slide, Scope_07 interview Enterprise 2.0 Tags: Media Related to:

collaboration "For such techniques in the business world is of course a rethink, even an entir ely new corporate culture necessary". Peter bulk in conversation with Kathrin Schmitt "knowledge networks. Blogs and w ikis provide for innovation in the enterprise "(, 07/08/2006) 14 the trends 15 collaboration The long end of 2003, IBM is treading new paths in the IBM, since 2005 called th e Web 2.0 and well over 300,000 employees, this means: 10 000 40 000 wikis and b logs, bookmark sharing, and systematization via tags (key words). Peter Schütt: "Currently we do in addition to the IBM just a pilot, large parts of the Web-bas ed content part of the Intranet to be replaced by a wiki." Employees are urged t o make even Nischeninfomationen the intranet, even if only a handful of interest ed people. With a traditional CMS, a CMS, etc. amazontypische the "long tail wou ld not be done." Wikinomics companies must share their knowledge to succeed,€say s Don Tapscott, author and pioneer of the digital economy on the book: Wikinomic s. Some of his theses: Web 2.0 will change the communication, learning and cultu re of cooperation in sustainable business. This is true not only for the type of cooperation within and between organizations, but also for the handling of info rmation and knowledge. It is less about technology, but about new ways of thinki ng that will change the corporate culture. Across all industries, as Procter & G amble. White's not! Procter & Gamble had to realize that, although a year spent 1.5 billion dollars for research and development, but used only one-tenth real. Therefore pretended CEO Alan G. Lafley three years ago, the goal of generating h alf of the innovations from external sources by 2010. One applies for example to the InnoCentive Network, an online marketplace in which, among other 90 000 che mists, retired from the doctoral students in Taiwan to romp in Düsseldorf ... Al l are more creative than a New rules, new game? Where is collaboration, where ma nagement by objectives or order no longer works when ideas need to be communicat ed, managers, self-control processes and in providing facilities to a creative a tmosphere and favorable conditions for innovation are more important? "Meanwhile 97% of our employees via instant messaging with 'Sametime' are linked . At peak times, 60% of the world's 250,000 employees in the same 'Sametime' act ive and chat with each other, discuss problems and solve them together, and hier archiefern across departments. " Peter bulk in conversation with Kathrin Schmitt "knowledge networks. Blogs and w ikis provide for innovation in the enterprise "(, 07/08/2006) the trends content Content of popular media content Anglicism was long time as king. After all, pro duction and distribution of books and pictures, audio and videos, websites and d igital learning programs for experts. Once upon a time ... By now most of the co ntent in digital form. Digital systemic and is stored and copied, reassembled, t agged and mixed with other content. The focus shifts from the producer to the us er, whose media is growing increasingly. Pate: Tags:

Media Related to: Armin Hopp, co-founder and managing director of digital publishing at Lernsoftwa respezialisierten company. Content, Open Source, Content, Creative Commons, user -generated content, Lawrence Lessig, open-peer review, crowd-soucing, swarm inte lligence, context, Play youtube Tip: Content, Life & Everything M ashUps, media, Enterprise 2.0 18 the trends 19 content Rip, mix learn, as if in the course of digitization and global networking for st atic content, fluid content, around which developed a vibrant culture of giving and exchange around. Not always to the delight of the programmers, producers, ma nufacturers, owners and recovery. For a well-oiled hobbyists can now multimedia content (such as a dozen videos, assemble with blogs, wikis and collaborative wo rk space for 10,000 employees) on a free platform within a few hours, global Liv eübetragung the CEO speech included. And Mitmachweb always invent new interfaces and information quality - with the creative user pushes quickly to its limits. Mind you the legal, not technical! Whoever speaks of user-generated content (lea rning), should keep an eye on open content and Creative Commons, to texts, image s, audio and video documents that are not hampered by the narrow limits of copyr ight and restricted. From Content to the Content Supply Chain This is increasing ly important, as capital of a company lies increasingly in the minds of people, living in networks and relationships. But if the value in relationships, exchang e and common developments put, the focus is on "rough" and produced Lernhäppchen MashUps shift from user-generated and pre-produced content. In digital storytelling, community Buiding and feedback opportunities, prepared primary and access knowledge, innovative forms of networking and collaboration, solution-oriented partnerships with customers and suppliers. Design? Content? Use! the trends mashups Even more people have collected ideas, sampled and borrowed concepts have been n ewly mixed and arranged. Whether music, painting, literature and science - MashU ps, the creation of new content through the seamless (re-) combination of alread y existing, are the foundation of every culture. This is particularly true in th e Internet,€open interfaces where the mix of online content from different backg rounds make on a website. The trick is to arrange information so that the user s omething (new) it has. Advantage for the operator: he is known, other services c onnected with it and increase its value. An example: Remixing Functionality The most popular interface is Google Earth. Interactive maps alone are indeed pretty , but only the combination of real estate, community services or Regionalanzeige n a useful service from it. Services has to be combined by no means difficult, ambitious programming skills are enough to bring together images from Flickr, videos from Youtube, geotagging Google bookmark lists and Tagclouds of delicious, with their own data to mix an d place on a blog or a website online ... no wonder MashUps the way we communica te, collect and process information, and pass on a lasting change. 22

the trends 23 mashups Godfather: Tags: media: Related to: Lutz Berger, edu.tainment API, interface, Ma shUp, gadgets, widgets, Ajax, Netvibes youtube, yourminis Listen to: What are Ma shUps?, content, media, Enterprise 2.0 Future Park MashUp based web services like Netvibes, iGoogle, and Pageflakes you rminis enable complete learning environment consisting of blogs, bookmark lists, videos, tasks, quizzes and other widgets that can be put on a button online. Ta king IBM QUEDWiki developments like this, a combination and designed specificall y for the MashUp wiki and community building used for a service like Facebook, o ne is quickly in a league that was previously proprietary learning platforms res erved. And this is just the beginning! Conclusion MashUps affect learning in the future because they are networked customizable, communicative and high, allowin g extensive collaboration and Feebackmöglichkeiten, flexible, to supplement a qu ick, easy and inexpensive, simple to use intuitive, user-centered, and allow a v ariety of combinations. Two things that are accelerating the rise of mashups are what I call MC2 (with a pologies to Einstein and others): MC2 = Mass Contribution multiplied by Mass Cus tomization Wayne Hodgins the trends intranet Godfather: Tags: Media Related to: Dieter Rappold, Thomas Mickeleit knallgrau GmbH, Microsoft Germany facebook, ent erprise 2.0, WORKLIGHT, intranet, intranet 2.0, social networking, social softwa re SCOPE_07 interviews,, sevenload platforms, Enterpr ise 2.0, MashUps 26 the trends 27 intranet A technical definition of an intranet is an organizational or internal company, non-public computer network based on the same technologies (TCP / IP, HTTP) and applications such as the Internet and the employees of a company or organization as an information, communication and application platform available. Within an intranet directory services are also provided. The Wikipedia says, and that's ve ry technical. Our definition of a sociological experiment trend Pate, Dieter Rap pold says: "Man is a social being and moves in social space. A steadily growing part of our activity takes place in everyday work processes in computer networks . The intranet of an organization is one of those networks, and as such poses a huge potential. For a company is about to develop the optimal social space to cr eate a framework for communication, collaboration and participation. In view of demographic developments in Western markets and the intensifying war for talent "it is necessary to convince a new generation of employees. Socialized through M

ySpace, YouTube and Facebook, these people go to the same standards of self-orga nization, networking, and involvement in a company or turn this back. "Intranet Governance The trend sponsors were unanimous about the fact that the question of who the authority in the company over the Intranet has a very decisive one. Bot h were opposed to the IT department as responsible as technology is seen simply as "enabler". While Thomas Mickeleit Corporate Communications as 'Governor' pref erred, beat Dieter Rappold before an architect with sociological skills. Then Mi ckeleit: "The proposal to make, architects, the information architecture of the intranet and can be transferred to the governance, is original. However, then there is th e risk that the intranets represent itself as Germany's inner cities in the post war period. A collection of solitaires of dubious quality craftsmanship and a la ck of functionality that does not promote the coexistence of people." 28 the trends 29 intranet Digital Divide, the age gap. Go older workers differently to the intranet (inter net) than younger people? Thomas Mickeleit generation sees no problem. He believ es that today the 50-year deal on problems with the computer and sometimes took a long experience with it. Rappold other hand, argues that the generation that h as grown up with the principles of order, discipline, firmness and significant p roblems with the parizipatorischen and democratic components of an intranet. For him it is hard to imagine that this generation, which still has most of the say in the company of such progress encouraging. Facebook - the intranet of the nex t generation? A few months ago was still a possible theoretical potentials and o pportunities, today there are now concrete examples where Facebook is already us ed as a supplement or even replace the traditional intranet. Clear advantage ove r existing Intranets: the social context! While Alfresco and Serena are a softwa re vendor in a position to develop their own tailor-made solutions for integrati on into Facebook, the company has announced WORKLIGHT with the service WorkBook a solution "ready" to be meeting all the security needs of enterprises should. W hether WorkBook can hold what promises WORKLIGHT, remains to be clarified. Curre ntly, the use of three large clients is tested, the release is planned for Febru ary 2008. Werner Trotter, c / o operative, private blog <http://cooperative.word> the trends space + Communications Godfather: Barbara Staib, architect and artist, Zurich Helge Staedtler, Universi ty of Bremen virtual space, real space, interfaces, virtual proxemics, context i nformation SCOPE_07 interview intranet, collaboration Tags: media: Related to: 32 the trends 33 space + Communications The property of distance by bridging technology combines not only places, but al so creates new virtual residence, information, learning, working and leisure spa

ces. Interaction in virtual environments, but lack a central feature for example productive communication processes: Common room context. What is the role of sp atial context for interaction and communication in virtual and real? How is our idea of changing from the virtual space, if space context explicitly designed an d manufactured? What effect does a change in space context on learning and worki ng in the network? Context information increases the interaction and productivit y in the virtual space to the question what happens if in an e-learning environm ent provides the learner context information, which they had been in this form i n virtual space (= e-learning environment does not), got our trend Pate Helge St ädtler, University of Bremen in the context of an empirical study, including dur ing his doctoral work following result: "The context information has led to more work that the subjects or actions and interactions in the same time have run. I .e. they have worked productively on the tasks and interacted more efficiently b ecause they have the context information, eg Could determine who the right perso n, and who have given evidence, which provide power affect other subjects now. " SPACE + COMMUNICATIONS learning in the future because: • • • • • • • • Communica tion is a major activity in learning. Learning always has a specific and identif iable spatial context. Communication is becoming the bridge between space distan ce means. Communication without a (spatial) context without context and therefor e is in deficit. the future design of virtual spaces creates new contexts for co mmunication and learning. the shape of space gives us only the context for commu nication. is changed through virtual rooms and communications, the perception of time. through the virtual space, natural zones are negated, and this opens up n ew forms of learning environment. the trends game based learning SCOPE When we talk about game-based learning, the discussion becomes very fast dialect ic: work versus fun game, versus seriousness, fun games versus serious games. Ho w come? Noah Falstein unfortunately could not attend the SCOPE_07 (Thanksgiving). We the refore have interviewed him in advance of the SCOPE to our trend Game Based Lear ning. Another interview as audio file can be found in our blog. Godfather: Tags: Noah Falstein, The Inspiracy game based learning, serious games, business games , simulations, edutainment, stealth learning SCOPE_07 interview Informal Learnin g platforms Noah Falstein Media Related to: I think it is partly because there seems superficially to be a strong contrast b etween the idea of teaching or other serious purposes, and fun / entertainment d iversion /. So, people like to reduce things to dialectics! 36 the trends 37 game based learning Where are the intersections between these fields? That's a very wide-ranging que stion, at least as complicated as the intersection between study of the mind and the body, or perhaps even art and science. At the risk of over simplifying, I t

end to agree with Marshall McLuhan, who said: "It's misleading to suppose there' s any basic difference between education and entertainment. This distinction Mer ely relieves people of the responsibility of looking into the matter. It's like setting up a distinction between didactic and lyric poetry on the ground that on e teaches, the other pleases. However, it's always been true that whatever pleas es teaches more effectively. "The more I discover about creating games with trai ning and teaching components, the more I believe McLuhan was right. What do you think are the major impacts the game industry could have on corporate learning? Is it the way "traditional" games are developed (in contrast to learning program s)? Is it the engine? Can MMO be used in corporate learning? ... There are alrea dy many companies making games for corporate training. Two that I have had perso nal contact with are Qube International (, who have worked primaril y with non-electronic games, and BTS (, a Swedish company that does many games for companies like Microsoft and Intel. But I think the untapped pote ntial is huge. I've heard that worldwide, the professional training budget is so big that if even a few percent of it were allocated to game-based training, it would be more than the current game entertainment industry. MMOG's can certainly be used in corporate learning on many levels. IBM is reportedly using Second Li fe extensively already. And someone jokingly told me that he is considering his middle managers from hiring people who run successful guilds in WOW. The serious games market is booming. Who are the players? Are there any interdisciplinary t eams (teachers, trainers, game developers ...) on the horizon? Do we need them? There are only a very few game companies that have dedicated themselves to serio us games. Breakaway is, to my knowledge, the largest, and it's not too big. Most of the growth potential is still in the future. So far, there are many interdis ciplinary teams that have formed to make serious games, but they are mostly depe ndent on individuals banding together, not on companies that include all the pos sible subject matter experts in-house, and I expect things will stay that way fo r at least the next five years. It's easier to learn how to work with different experts and bring them in on an as-needed basis than to have them on staff. Do y ou have any example for a successful business games yet? Take a look at the BTS company I mentioned. So, Cisco is working on a lot of exciting things - they did a game with Ben Sawyer called "The Binary Game" that is quite simple but very e ffective and I know that within Cisco they are quite happy with it. 38 the trends 39 game based learning As the "game generation" That changed the jobs can only be done in the "fast for ward", but the book by John C. Beck and Mitchell Wade (both of Harvard): "The ki ds are alright" is absolutely worth reading for those who young people want to s et / need. The two scientists found the following seven properties (= Mindset) o ut at the "game generation, which have a lasting influence on the future work: 1st 2nd 3rd 4th 5th 6th 7th Anyone can win! Seize the opportunities when they are there! Learn from the team , not the coach! Trust strategy guides neglect, bosses! Watch the "meta-maps"! C an you see it? Then ignore it! Insist on the right team! The results of the US-wide survey showing that the game-generation can be much h elp for a well functioning business. Task of the leading non-player 'must be to identify these skills and to connect them with their own. That is what this book . the trends

Godfather: Tags: Media Related to: Steffen buffalo, media ocean informal learning, teaching, 2.0, organizational le arning, collective intelligence SCOPE_07 interview collaboration, game-based learning, content, platforms, MashUps informal learning 42 the trends 43 informal learning Steffen buffalo, media Ocean, our godfather of informal learning was clearly to the conclusion: "Yes, with bricks and Lego bricks together can build great! And if and when the informal (= Lego) is embedded in a formal setting (= brick)! 80 percent of knowl edge,€use the staff of institutions and enterprises in their workplaces, were no t been through school, university, acquired or training, but the fun in the wate r cooler, in the canteen or on the floor - through informal learning also. This is a big challenge for companies! " Anton Simons ( described it in hi s SCOPE_07 summary as follows: access to the informal, implicit and inherent kno wledge (in the mind) to get the employees and to explicate it was, therefore, a central issue in the field of corporate knowledge management. And be the optimiz ation of informal learning "is a necessary complement to the improvement of form al knowledge." Software of the Web 2.0 generation it had the makings of a new le arning paradigm for the networked knowledge work in a connected world. "It would have namely an adequate infrastructure to exploit the collective intelligence o f employees, for organizational and keep the informal knowledge transfer. the trends media Atoms are out, bits are in. The resulting fundamental recoding of our world is a ccelerating and the consequences of this development is concerned Heiko Hebig at Hubert Burda. He watches the Read / Write Web, the modern media MashUp from the professional perspective: "The big challenge will be there to see what is neede d in the future of big media houses. Why do I need media companies, including pu blishers need, why you need the music industry? "Yes, what about? Godfather: Tags: media: Related to: Heiko Hebig, Digital Media Development Coordinator on the staff of Dr. Hubert Bu rda Media, participatory journalism, user generated content SCOPE_07 interview L isten to: youtube, A Vission of Students Today Content, intranet, collaboration 46 the trends 47

media Hacking the Future Do you need media companies to professional pre-selection and preparation, as a credible source, confidence-brand and reliable help from the information jungle? Maybe. Or maybe not. Because "The Daily Me" instead of the S üddeutsche is on the breakfast table, still a young phenomenon. But what if the development of learning and intelligent robots Info RSS Reader accelerated? Atte ntion is a scarce and a glance at the digital natives shows a radically differen t approach to the media that will trigger on their entrance into the workforce i n many companies a future shock. Parents in the real. Virtual communication with friends, taking top place (communication proposes consumption) Drehund anchor o f the Internet and only in 4th Place is TV. Digital way you can express yourself better organized and, they meet in cyberspace and take on other identities, con tent is thus relevant that they are shared and discussed, blogs and other forms of online presentation serve to blur the self-reflection and the boundaries betw een entertainment and communication. Broadcaster and collaboration platform for similar developments is emerging media for internal and external communication o f companies. The intranet as a mixture of broadcasting (expert panels, online tr aining, interactive user manuals, entertaining product and project presentations ), and collaboration platform. The media presence and communication becomes more important when companies sell primarily ideas because representing marketing, d esign and branding for an ever larger share product. "Confronted with new technological developments, we always Tend to overestimate its short-term effects and to underestimate its long-term effects." Jaron Lanier Circuits of Cool The same global research program on MTV and MSN st udies the media behavior among young people between ten and twenty-five years. A generation that is moving in information space as naturally as their the trends Platforms Godfather: Beate Bruns, time4you GmbH Christian Mertens, Gothaer Learning Manage ment Systems (LMS), human resource systems, knowledge management, knowledge base s, Application Farming, IBT Server SCOPE_07 Interview Intranet, MashUps, usabili ty, informal learning THE SCOPE_07 request program on the SCOPE formulated the w orking group "platforms" a wish list of LMS with the following characteristics: • • • • • • • • • Self-surface Synchronzisation of data, "no sham" Personalized design and functionality of speech recognition and universal translation "stabil ity" of data in seconds "privacy" (SOA = Service-oriented architecture) Informat ion quality Barometer Tags: Media Related to: 50 the trends 51 Platforms will Platforms For Participation Christian Mertens, godfather of our trends plat forms and in real life staff developer at Gothaer insurance, says: "platforms on which people, knowledge, products and processes come together in real time and then systematically linked, should the future development of business models inf luence and business communication major. "He is very close to the ideas of Don T apscott, author of Wikinomics, for the right way for platforms may only be open to - and in all directions: trainers, learners, developers , content developers ... you name it! The only way a company can still succeed, create value and keep

pace with the speed of development step. The questions that should provide a pl atform for developers are: How do I make my platform a platform for participatio n? How, when, whom and where do I open my business? And as I passionate about a group of people to share the innovation? Web 2.0 dock to existing personnel mana gement system to Beate Bruns, CEO of Trend time4you GmbH and also sponsor's own services to include Web 2.0 tools in the expanded form, they integrate seamlessl y as an "external" applications. They call it Application Farm. "We want to offe r our customers a professional solution with which they can use flexibly and con veniently without any additional installation and configuration costs more, some times even highly specialized tools in their virtual learning and working enviro nment. The Application Farm is ideal for this purpose. It is a "farm" of applica tions, ie software applications, tools that are easy to use the current needs ca n be scaled accordingly. With regard to the software itself means that are taken without any additional effort other central configuration applications (or inst ances of an application) in or out of service. This also means that access must be regulated not to each individual application separately for each new applicat ion and must be set up, but managed centrally via the access rights for the "pla tform" (Intranet, employee portal, online academy, ...) is. " Especially for small and medium enterprises is an unprecedented opportunity to e stablish themselves in the market and maintain long-term. With such modern and c ontemporary infrastructure can be saved immense development and in the process ( always beta will be learning by doing) developed the fine tuning for leading pla tforms. the trends A chair, a hammer - all self-explanatory forms that follow the function. But in the digital area, the design of gravity is removed, limiting materials and expen sive molds are a thing of the past. But as we designed the immaterial, as it red uces complexity? usability Godfather: Tags: Dr. Ronald Hartwig, User Interface Design GmbH usability, human -computer interaction, ergonomics, self-descriptiveness, dialogue management, us er management, software design, GUI, usability, human-machine interaction, inter face, look and feel, slideshare. net, Scope_07 interview room + Comm unications, Game Based Learning Media Related to: the trends LOADING ... 56 the trends 57 usability Usability (= use) supports the user, his objectives to achieve a quick, elegant, effective and satisfactory. Software ergonomics is one of the most important cr iteria of human-computer interaction and is considered a critical factor in cybe rspace. So that potential buyers will be attracted or deterred users stressed, frustrate d or excited! And usually there are only a few features that determine success o r failure of a platform, a service or a software. Usability As A Conversation so ftware design and usability are a type of programming, second-order to "interdis

zipliären methods as cross-cutting science of ergonomics, computer science, engi neering, industrial anthropology, occupational medicine and psychology (wikipedi a) is based. The theory. And the practice? The loading bar - a terrific inventio n! Or the feedback that is not the only one on this website. Helge Staedtler, ou r inspiration for space communications + demonstrated how a small avatar in the taskbar, which displays how many users are online, can double the power smoothly . On the other hand - what about my performance, if 30% is lost through the atte ntion of program irritation? Town planner of the 21 Century. Besides the classic functions of the program will always add more social software elements, keyword social software, community, and real time chats.€This results in new requiremen ts: How do I add proximity and emotions, as I design learning as a pleasure and a wind chill equivalent for communities? Artists have always been good for inter ior design and virtual fantasy worlds (game-based learning), to communication ge niuses and experts come to a golden age. Because usability is much too important to leave it to the experts. the trends brainmind Godfather: Tags: Related to: Lutz Berger edu.tainment, Brain, Mind, Brain, mental techniques, neurophysiology , Neuroenhancer, Mind Management, Arvid Leyh, Neurofeedback Content, Enterprice 2.0, collaboration Learned is still with his head. Even if Joseph Beuys remarked: "I think, and wit h the knee." He had, incidentally, right, because we have synapses on neurotrans mitters in various places in the body. Then there are always people with no brai ns, faith to move mountains and all that is not a neuro-folk, but a fact. Too co mplicated? If our brain is so simple that we could understand it, then we would be so simpl e that we could not. 60 the trends 61 brainmind Performance must be worthwhile How do you learn best? By the clever about the wa y the three-pound universe does. For example, the brain needs lots of oxygen (mo vement) and water (drinking enough)! Regular breaks and a nap are also proven br ain booster. Moreover, our brain works primarily on emotion, networking and eval uation (sounds somehow to Web 2.0), operates extremely economically, neophobisch and tends to construct tunnels of reality to match the complexity of the world' s own prejudices, habits and intentions. The good news: Degegen helps unlearning and mental management to leave the beaten Denkpfade, unexpected encounters tran sform as creative challenges and also Stess inwardly to remain calm while under steam. The cognitariat This is necessary because a large portion of our revenues in the next few years will come from services and products that we know not eve n today. But the traditional form of learning, filling barrels to work, most for the key technologies of the 19th Century. Today, other skills are in demand: se nsitivity to problems, fluency of thought questions as a technique to reduce com plexity, the formation of chains of association on demand, dynamism and flexibil ity in the design of possible futures, creativity and a variety of communication

! But for that very few have been trained. What to do? Learning how to learn, le arn - such as the children! Neuroscientist Karl Pribram: "Children today can han dle many different types of information simultaneously. And not only that are ge nerally people are able to absorb increasing amounts of information and process it. "Evolution Agents The Psycho physiologist Dr. Harald Rau, University of Tübi ngen, confirmed this trend:" Many signs indicate that the new strong stimuli are processed differently than before. It is obvious that networks are reduced and the capacity has been increased enormously by parallel-connected direct stimulus lines. "Controversy remains whether the dramatic shifts are due to environmenta l influences, whether they are the price for more information or the daily infor mation overload, or whether the evolution equips us with the necessary means to keep the new challenges. 40 something - evolutionary Discontinued? the trends Godfather: Tags: Media Related to: Henrik Schürmann, CoreMedia Enterprise 2.0, Andrew McAfee, JP Rangaswami, Wikino mics, collaboration SCOPE_07 interviews, collaboratio n, informal learning, platforms, intranet enterprise 2.0 "Enterprise 2.0 is the use of self-developing social software platforms within c ompanies or between companies and their partners or customers." Andrew McAffee 64 the trends 65 enterprise 2.0 Linking real and virtual learning with the chart on the previous page outlined H enrik Schürmann, our inspiration for the Enterprise 2.0 trend and CoreMedia one of two directors of the Core Media Competence Center, in simple outline the link between real and virtual learning. Schürmann is watching for global organizatio ns in this combination over idle a huge potential that needs to be reviving. Thi s requires, in his opinion an Enterprise 2.0 corporate culture. Only then can th e potential of Web 2.0 tools like wikis, blogs, forums, chats, Twitter, etc.€onl y really unfold! and confidence in the collective intelligence of employees as t he decision basis for entrepreneurial activities, the efficiency and effectivene ss of the company has significantly increased. This does not happen overnight, i t was / is still an ongoing process ... promote social media applications that E nterprise 2.0 draw, according to McAfee by the following characteristics: • They are based on a platform, • they are jointly (collectively) processed, maintaine d and used, they • are complementary to the existing structures, both organizati onal as well as technical Art, • You are convergent (convergence: the Zusammenst reben and merging of different parts into a whole, Wikipedia), and • they are em ergent (emergence: the emergence of phenomena at the macro level of a system, wh ich come about only through the interaction of system elements, Wikipedia) , ie they are self-developing (dynamic, navigable, erweiterungsfreundlich, not elitis t and workflow-free). Everything points that we see on the chart on the previous page. The implementation of Enterprise 2.0 only works only through consistent "learnin g by doing" through all levels - not by "teaching by preaching."

Statement Christina Neuhoff, Head of Sales. time4you GmbH Enterprise 2.0 is not a grass root movement ... ... but it is corporate culture, which is exemplified from above by management. That is one of the main findings , the Core media over the last three years during its transformation process tow ards an Enterprise 2.0 (and this process ... is not yet complete). The "Unlock" of existing processes and structures freiraum freiraum what's in it? shoot what's in it? for the moon what's in it? even what's in it? if you fail what's in it? you land what's in it? among the stars they use their opportunities Text: Henrik Schürmann they use their opportunities! Each employee has his freedom. Play! Use your space! How? The best efficient. Th en you can play a long time! "Open space" Core Media, November 2007 82 they use their opportunities 83 they use their opportunities Open Space: Kampnagel with 25 100 outside guests CoreMedia and 25 external guest s (customers, board, partners and external consultants) will discuss 20 topics. There are no agenda. The themes come spontaneously from the participants: How ca n the customer focus be improved? How do we optimize our user interface? What is learning from the future? What are the next challenges to our discussion forum? What ethical behavior means for us? etc. The questions will be edited and prese nted the results to all participants. Committed employees take responsibility fo

r their implementation in accordance with the Open Space. The discussion will co ntinue after the Open Space on the internal platform, progress is visible. The n ext Open Space almost all subjects who had enough energy, are implemented. What are our key learnings? The Open Space in this form is a result of an organizatio nal learning process that started in 2005. What are the appropriate structures a nd rules for a rapidly changing market? What we need to develop the organization ? This question was answered and was motivated to define themselves as Enterpris e 2.0, was at a time when this concept not yet clear reception of content. A key feature of an Enterprise 2.0 as we understand it, self-consistent model applied as a control. Largely to decentralize control and beneficial use of hierarchies is the stated objective. What sounds simple, based on established principles of self-organization are successful in other contexts. Definition of the framework is clear leadership by defining the environment. What rules is to run a project ? What are the different roles in the project? How will we work together? The de finition and calls of the frame is important task without the self-organization of teams and the organization is not possible. The standardization of essential model in the form of a "tool box" has proven to be very helpful. Together to kno w how basic standards of cooperation should be lived, for example, led to a sign ificant increase in the effectiveness of Meetings: all meetings start on time an d have a clear goal in mind. After defining the framework is what the content an d interpretation of the frame then in the hands of the employees who have the te chnical competence and work much closer to the customer.€Of course, problems als o occur and resistance, as often is the clear framework set in the daily operati ons difficult. It's just too much fun, as a manager mitzumischen content, even i f it is not always useful in the case, as this self-organization of the team is undermined. In addition, employees use are not always their freedom, as the acce ptance of responsibility also means to face the consequences. Most importantly t here has been a 84 they use their opportunities 85 they use their opportunities Climate of appreciation shown. Only if one can pass an error that space is actua lly used. Failure as an opportunity to understand change, but without direct fin ger-pointing is a necessary basis for self-work. Continuous Feedback The second component of the self is: Continuous feedback in relation to the achievement of objectives. It is by self-processes important to regularly reflect on whether th e target is still correct, and how the road is managed. Lacks this aspect, the s ystem controls in too many directions. Variations must be addressed early. Feedb ack takes place permanently, after every major meeting by a process of reflectio n, two days a month in management workshops on strategy, while the personal deve lopment of all employees and to complete major projects and milestones. The esta blishment of a spontaneous feedback culture at all levels is the challenge for t he organization. The prerequisite is that feedback is not seen as a necessary ev il, but as a survival necessity for improvement. A management team that this cla im lives itself increases the credibility of the topic in the organization. Soft ware as a catalyst Are the conditions clear and feedback is also practiced as a regulating practice, can blogs, wikis and forums massively accelerate the compan y's development. We had these tools before our process of change in use, but the full impact and the potential they show only now. Ideas are developed and evalu ated, taboo topics are addressed, pioneering strategy discussion here get suppor t or rejection, and customer opinions are directly integrated into product devel opment. As a result, the implementation of massive speed increases and the organ ization has the advantage, to pursue time-and ortsunabhänig relevant topics. Tot al is the combination of real and virtual learning, especially in global organiz ations is a huge potential, which can be lifted. What next? The experience and r

esults are encouraging even more to trust the self-organization, if the right se tting is defined. It applies to every organization in an exciting, but sometimes painful discovery to find out where this setting is located. We are sure that t his will be only the beginning of rapid development and can think of to consider the scope even further and unlock even more and let go. We are successful if we manage to attract entrepreneurial talent to keep and to give them the space, to gether with CoreMedia their visions of the future into reality. Mission statemen t is a swarm of networked businesses, pursued on the basis of a common value sys tem his vision. Stay tuned! The future is endless. And wireless.