17
Mar 11

The Second Homecoming of the Return of the All Encompassing Meta Group

“So there’s this very complicated moment of a group coming together, where enough individuals, for whatever reason, sort of agree that something worthwhile is happening, and the decision they make at that moment is: This is good and must be protected. And at that moment, even if it’s subconscious, you start getting group effects.

Now, Bion decided that what he was watching with the neurotics was the group defending itself against his attempts to make the group do what they said they were supposed to do. The group was convened to get better, this group of people was in therapy to get better. But they were defeating that. And he said, there are some very specific patterns that they’re entering into to defeat the ostensible purpose of the group meeting together. And he detailed three patterns.

So these are human patterns that have shown up on the Internet, not because of the software, but because it’s being used by humans. Bion has identified this possibility of groups sandbagging their sophisticated goals with these basic urges.

Now, this story has been written many times. It’s actually frustrating to see how many times it’s been written. You’d hope that at some point that someone would write it down, and they often do, but what then doesn’t happen is other people don’t read it.

The most charitable description of this repeated pattern is “learning from experience.” But learning from experience is the worst possible way to learn something. Learning from experience is one up from remembering. That’s not great. The best way to learn something is when someone else figures it out and tells you: “Don’t go in that swamp. There are alligators in there.”

This pattern has happened over and over and over again. Someone built the system, they assumed certain user behaviors. The users came on and exhibited different behaviors. And the people running the system discovered to their horror that the technological and social issues could not in fact be decoupled.

And the worst crisis is the first crisis, because it’s not just “We need to have some rules.” It’s also “We need to have some rules for making some rules.” And this is what we see over and over again in large and long-lived social software systems. Constitutions are a necessary component of large, long-lived, heterogenous groups.

Geoff Cohen has a great observation about this. He said “The likelihood that any unmoderated group will eventually get into a flame-war about whether or not to have a moderator approaches one as time increases.” As a group commits to its existence as a group, and begins to think that the group is good or important, the chance that they will begin to call for additional structure, in order to defend themselves from themselves, gets very, very high.”

Clay Shirky, A Group Is Its Own Worst Enemy http://www.shirky.com/writings/group_enemy.html

 


15
Mar 11

Esoterica III – O Retorno do Golias

Conheço o Manuel Forjaz já vai para mais de 15 anos.

Em 93 ou 94 ele era director de marketing administrador da Bertrand. Eu e a Cristina tinhamos acabado de casar e a Cristina, embora tendo uma licenciatura em Design de Moda e uma empresa de moda (que não dava dinheiro), resolveu voltar a estudar e fazer a licenciatura em Design Gráfico (toma lá geração à rasca). Entre as aulas e a vida familiar, começou também a trabalhar como freelancer (apanha geração à rasca) e acabou por começar a trabalhar para a Bertrand, por intermédio do Manuel Forjaz. Um ano ou dois mais tarde transformou esse freelancing na Ruido Visual, empresa que ainda hoje está no activo (aguenta e não chora geração à rasca).

Eu, por meu lado, durante 1993 e 1994 era um mero bolseiro investigador no LNEC, a caminho de funcionário público portanto. Ganhava, salvo erro 112.000$ (pouco mais de 500€; sim, também eu fui um “quinhentoseurista”, encaixa geração à rasca). O que, para além de alguns trabalhos da Cristina, era o que tinhamos para viver. Isso não me impediu de, em 1994, estar em frente ao precipicio, dar um passo em frente e começar a Esoterica (vai buscar geração à rasca), pouco tempo antes da Cristina começar a Ruido Visual.

Por via do trabalho que a Cristina fazia para a Bertrand, e sabendo do que eu (Esoterica) estava a fazer, o Manuel Forjaz pediu para falar comigo. A Bertrand ia lançar um evento, chamado “Livros no Chiado”, e queria que o assunto Internet estivesse presente. Para isso ia ter postos de acesso à Internet públicos, geridos e montados pela Telepac (e a vender Netpacs), entre outras iniciativas.

Ora acontece que a Bertrand não tinha website. Isto apesar de ter pedido a construção do mesmo à Telepac, que não tinha tempo ou mãozinhas e mandava tudo para a Tinta Invisivel. O Manuel Forjaz e a Bertrand pediram por isso que construissemos o site da Bertrand. “Sim senhor, vamos a isso”. Levantamento de requisitos, protótipos, design, etc e tal, incluido uma coisa inaudita em Portugal (na altura) que era funcionalidades de loja online, de se poderem comprar livros online à Bertrand.

Dois dias antes do Livros no Chiado (onde é que eu já vi isto), o Manuel Forjaz liga-me para conversarmos. Para encurtar a história, mais uma vez: “eh pá, oh Mário, a Telepac diz que se são vocês a construir o site da Bertrand, acaba com o patrocinio ao Livros no Chiado, não podemos avançar com o site…”

Não avançámos. Se bem me lembro na altura estávamos a construir o site da Unisys e tinhamos mais que fazer. A Bertrand lá foi para o evento com um site manhoso, com meia dúzia de páginas de merda montadas por uma empresa que não era de “vão de escada” (um dia conto mais sobre esta) mas que por outro lado se comportava como um bando de mafiosos.


10
Mar 11

Esoterica II – David e Golias

 

Acontece então que um belo dia, lá para os fins de 95 ou inicios de 96, somos (Esoterica) contactados pelo Banco de Fomento Exterior.

O BFE, hoje em dia integrado no BPI, resolveu na altura lançar um package que incluia o financiamento à compra de um PC e o acesso Internet acoplado ao mesmo. Obviamente não iam lançar toda uma infraestrutura própria e por isso tinham acordado com a Telepac poderem usar a sua rede nacional de acesso (vulgo POPs). Alguns estarão lembrados dos logins/emails bfeXXX@telepac. Tirando isso o BFE geria a restante infraestrutura (servidores de email, news, DNS, etc)

Para além disso o BFE não tinha condições, por várias razões, de prestar o suporte técnico telefónico necessário para os seus utilizadores. Por isso contratou a Esoterica em Lisboa e a Caleida no Porto para prestarem esse suporte técnico. Nós, depois do contrato assinado, lá começamos a montar a coisa: contratar linhas telefónicas, comprar equipamento de call center, recrutar pessoas, arranjar espaço, mobiliário, etc.

Eis senão quando o BFE nos convoca para uma reunião na sede da Casal Ribeiro. Lá fomos… Para encurtar a coisa: “desculpem lá, fomos contactados pela Telepac, vieram-nos dizer que se era a Esoterica a dar o suporte técnico em Lisboa a Telepac rasgava o contrato de acesso aos POPs e portanto queriamos pedir-vos se podiamos revogar o contrato convosco”…

Lá revogámos o contrato, depois de ressarcidos das despesas em que tinhamos incorrido. Não andávamos ali para arranjar guerras comerciais e muito menos legais, fosse com bancos ou fosse com operadores monopolistas filhos da puta. Não tinhamos dinheiro para pagar a advogados. Para além de que ter o Golias chateado com as caneladas que uns fedelhos lhe andavam a dar já tinha sido satisfação suficiente.

 

 


08
Mar 11

On Flash and HTML/JS, Early 2007

mvalente : @PauloQuerido Pq Flash vai morrer: acessibilidade, UI diferente, SEO, -speed. E pq js+css faz tudo

mvalente : @PauloQuerido Nao discuto :)… Em 5 anos o Flash vai estar no mm “nicho” em q estao as Java applets (ie. +- nulo)

mvalente : Ajax Animator is nice http://antimatter15.110mb.c… It does Flash but also Processing.js+canvas. 5 years? Make it 2…

 

Still on time….


08
Mar 11

The Paradox of Portuguese Entrepreneurship

My seed fund management company (Maverick), which is currently managing SeedCapital (a portuguese YCombinator clone), is organizing the 3rd edition of Kickstart, a workshop that we run every semester to help projects and ideas go into the startup phase and, hopefully, to choose some of them for investment.

In the past editions we have been pretty happy with the number of candidates, the number of selected teams and the number of projects with investment potential (see here and here). As for the current edition we have received zero proposals. Zero.

I’m currently teaching Entrepreneurship at the portuguese Catholic University and in one of the sessions we discussed the level of risk aversion in Portugal and the level of entrepreneurship. My students were very perplexed by this apparent paradox: Portugal is one of the top entrepreneurial countries; but its also one of the most risk averse.

Out comes the academic in me to provide literature supporting the argument…

Some years back, Geert Hofstede made a study of several countries’ characteristics, including risk aversion. At the time Guatemala was the most risk averse country and Portugal was second. The current version of the study shows that Guatemala got better and is now in 3rd place while Greece is now the most risk averse country in the world. Portugal? Still in second place.

Strangely enough, whereas Greece’s entrepreneurial level (52nd place) is consistent with its risk aversion level, Portugal is on the Top 25 Most Entrepreneurial countries in the world. Paradox? Not really.

Portuguese are quite entrepreneurial but are still risk averse. They are quite disposed and able to become their own bosses. But their entrepreneurial spirit is focused on creating small businesses and lifestyle businesses: a restaurant, a clothing shop, a bar, a hairdresser salon, a newsstand, a consulting/freelance job, etc. Something that basically doesnt defy the status quo, something that is safe, something that wont shock friends and family and that assures that one doesnt deviate from the norm. Portuguese are still provincial, they are rather happy to create businesses that are focused on our small country and that just provide living expenses. They are still uncapable of thinking with a European (or worldwide) focus. They are still uncapable of thinking big, of having a chance to make millions.

As for the start of this article, regarding Kickstart and the number of candidates, I guess that the small company, the on-the-side project, both usually complemented by a “real” job or a consulting gig providing “safety” (and most of all social approval), are the nowadays version of the hairdresser salon.