If you haven’t made the shift from serving members to involving them, consider this your wake-up call — and your roadmap.
Sociologists identify today’s online networked individuals as the participatory class. For many adults, the Internet primarily means the web. For others it means chat, connecting with friends, email, games, movies, social networks, text, video — all of which means they are content producers.
As part of a participatory culture, we expect to create, collaborate, connect, share, and learn interactively. We feel that our contributions matter. We share a social or emotional connection with one another that helps solve problems and develop new solutions. It’s a culture that permeates our personal lives and our workplaces.
Social Media, Civic Engagement, and Participation in the Digital AgeJimmy Young
This document discusses how social media and digital technologies can impact civic engagement and participation. It covers key topics like social media definitions, forms of participatory culture online, new media literacies, and digital activism. The document suggests that while social media makes it easier to connect with causes, the impact of online actions like sharing posts is still unclear, and tangible offline actions may be more effective for creating real change. It provides strategies for non-profits to thoughtfully engage audiences and leverage social platforms to accomplish goals and missions.
Sharing the Experience: Participatory culture, social media, interactive docu...Patrick Kelly
Sharing the Experience: Participatory culture, social media, interactive documentary, and nailing online engagement, the prototype, and report.
Patrick Kelly
Lecture for the RMIT subject Integrated Media 2.
Monday, 15th September, 2014.
Overview:
My background
How can we contextualise social media, interactivity and participation, when we approach from a heritage media background?
How do we successfully engage with the audience as users?
How do we connect our media practice with the investigation into the prompt?
LISTEN TO THE PRESENTATION HERE:
https://soundcloud.com/pmk1986/sharing-the-experience
This document discusses how online media has changed the study of media from media 1.0 to media 2.0. It outlines David Gauntlett's view that media 2.0 allows for faster, more collaborative creativity and that creativity is linked to a desire for connection. It defines media 1.0 as focusing on finding information, while media 2.0 emphasizes filtering information. It also discusses how new media is transforming culture by shifting from consumers to "prosumers" and giving audiences a more active role.
The document discusses David Gauntlett's ideas about the shift from Web 1.0 to Web 2.0. Web 1.0 was static and only provided information to users, while Web 2.0 is more collaborative, participatory and creative as it allows users to upload, share, download and create content. Gauntlett argues that Web 2.0 platforms allow people to make and share their own media to represent themselves, rather than just being represented by traditional media. Examples mentioned include Wikipedia, YouTube, and personal video blogs. The document asks readers to provide examples that support Gauntlett's view of a more participatory digital culture and media landscape driven by user-generated content.
This document discusses corporate communication in the digital context. It outlines the objectives of teaching public relations skills, including enabling students to work as PR professionals and develop strong communication abilities. The document then discusses trends in media consumption, such as people getting information from multiple sources and requiring repeated exposure before believing information. It also outlines the social media ecosystem and risks to reputation online. While two-way symmetrical communication is ideal in social media, true dialogue is difficult due to the scale of online conversations and organizations' inability to respond to all users. The document concludes by listing the expected outcomes of the course in public relations skills.
David Gauntlett is a British sociologist and media theorist who specializes in studying contemporary media audiences and the role of digital media in self-identity. He argues that classic media studies fails to account for how audiences can now also be producers through websites like YouTube. Gauntlett proposes reworking audience studies to regard media users as both producers and consumers. He believes digital media is changing experiences of media and allowing for more individualized expressions of identity that are less confined by traditional norms.
This document discusses mass communication and media literacy. It defines key terms like communication, feedback, and gatekeepers. Mass communication involves mediated messages being transmitted to widespread audiences through media like newspapers, television, and the internet. The culture of a society influences and is influenced by the media it consumes. Media literacy is important for understanding and critically analyzing the media's effects on individuals and culture. Conglomerates that own multiple media companies can potentially have too much influence if ownership is highly concentrated.
This document summarizes a talk on virtual communities. The talk discusses how social groups form in virtual worlds like Second Life, with members bonding over shared interests and identities. Virtual communities serve both game and social goals for their members. Successful communities establish norms, hierarchies, and reputation systems. The talk uses Second Life as a case study, describing communities there focused on issues like government, disabilities, and fundraising. Virtual communities operate similarly to real-world groups and can transfer relationships offline, while also providing opportunities for businesses to engage distributed audiences.
The document discusses communities of practice (CoPs) and how they can utilize Web 2.0 tools to collaborate more effectively. It defines CoPs as groups that share a common interest or passion for something they do. CoPs allow members to exchange knowledge, best practices, and lessons learned for mutual benefit. However, CoPs face dangers like information overload or loss if not properly managed and facilitated through online collaboration tools. The document recommends using tools like social networks, document sharing, videos, and slideshows to connect members, share information, and attract new participants to help CoPs be more sustainable through increased collaboration.
PowerPoint presentation from CitizenShift's workshop entitled: The Power of Social Media given at the Canadian Social Forum in Calgary, May 19-22, 2009.
A basic overview of Social Media philosophy and tools.
This document discusses virtual communities from different perspectives. It defines a virtual community as having people, shared interests, interactions that build social capital through norms and trust, and use of conversational technologies. Belonging to a virtual community involves expectations of benefits and sense of community, as well as activities and interactions. The document outlines perspectives on virtual communities from various fields including economics, management, sociology, information systems, psychology, and communication. It cautions against overstating the newness of online social life, focusing only on technology and not people, and trying to include everything in one investigation. Virtual communities remain complex systems.
This document discusses the power and importance of social media. It defines social media as a new way of communicating through sharing media like photos, music and ideas between people. Social media allows for interactive conversations rather than one-way communication. Some key points made are that over 70% of online teens and young adults use social networks, over 200 million users log onto Facebook daily, and 50 million tweets are sent per day on Twitter. The document emphasizes that social media is about building relationships and conversations rather than one-way broadcasting. It provides examples of how social media can help organizations, educational projects, and community initiatives.
New media such as social media and online platforms have affected traditional media in several ways:
- News is now a more social experience as people rely on social networks to learn about current events.
- While original reporting still comes from journalists, social media allows citizens to influence story impact.
- What gains traction online differs from mainstream press - social platforms rarely share the same top story.
- Blogs are more similar to traditional press in their news agenda, while YouTube and Twitter focus on different topics.
- Internet usage is rising as advertisers explore new avenues, and print sales/subscriptions are declining.
- The interplay between new and traditional media will continue to evolve as platforms develop new partnerships.
The document discusses the concept of community in community media. It provides several definitions of community from dictionaries as a social group sharing common characteristics, locality, government, or interests. Community media is defined as being operated in, for, about, and by the community. However, defining community is complex, as it can refer to a social unit of any size sharing a common identity, whether geographical, political, cultural, or virtual. The document concludes that community comprises both commonalities and unity among a group of people.
Produsage and Beyond: Exploring the Pro-Am InterfaceAxel Bruns
Staff Seminar
Thursday 29 Oct., 2-4 p.m.
Seminar Room, Journalism & Media Research Centre, 1-3 Eurimbla St (corner High St), Randwick
The concept of produsage (Bruns 2008) describes the user-led collaborative approach to content creation which is prevalent in open source, citizen journalism, and the Wikipedia, as well as many other social media spaces. While many produsage projects have emerged initially to challenge dominant players in industry, their successful establishment as viable and sustainable alternatives also opens the door for an exploration of manageable cooperative arrangements between industry and community. Many challenges remain for such Pro-Am (Leadbeater & Miller 2004) models, however - not least an often deep-seated sense of mutual distrust -, and successful Pro-Am models may be most likely to succeed when sponsored by trusted third parties (public broadcasters, NGOs). This presentation explores pitfalls and possibilities in the Pro-Am space.
Blocked by YouTube - Unseen digital intermediation for social imaginaries in ...University of Sydney
YouTube is one of the most globally utilised online content sharing sites, enabling new commercial enterprise, education opportunities and facilities for vernacular creativity (Burgess, 2006). Its user engagement demonstrates significant capacity to develop online communities, alongside its arguably more popular use as a distribution platform to monetise one’s branded self (Senft, 2013). However, as a subset of Alphabet Incorporated, its access is often restricted by governments of Asian Pacific countries who disagree with the ideology of the business. Despite this, online communities thrive in these countries, bringing into question the sorts of augmentations used by its participants. This article reframes the discussion beyond restrictive regulation to focus on the DIY approach (augmentation) of community building through the use of hidden infrastructures (algorithms). This comparative study of key YouTube channels in several Asia Pacific countries highlights the sorts of techniques that bypass limiting infrastructures to boost online community engagement and growth. Lastly, this article reframes the significance of digital intermediation to highlight the opportunities key agents contribute to strengthening social imaginaries within the Asia Pacific region.
Using Technology To Build Your Association's Participatory CultureJeff Hurt
This document discusses how associations can build engagement among members and attract younger generations using a participatory culture and pull economy model. It outlines that traditional push models with hierarchical, standardized programs are no longer effective and associations need more decentralized, demand-driven, and customized approaches. This includes focusing on conversation and collaboration over events, being agile and responsive to members, openly sharing best practices, and using tools that facilitate participation like social media, crowdsourcing, and content distribution. The goal is to transition from anticipating what members want to understanding and fulfilling their actual needs to build loyalty.
This document covers various topics related to leadership and administration, including strategic planning, SWOT and PEST analyses, logic models, vision and mission statements, goals and objectives, and knowledge management. It discusses elements of effective vision and mission statements, and components of goals and objectives. It also covers principles of community design, group exercises, and analyzing organizational culture and values.
The document provides an agenda and overview for a leadership and administrative dynamics course. It covers topics such as strategic planning, SWOT analysis, logic models, vision and mission statements, ethics, knowledge management, and communities of practice. Key elements of effective vision and mission statements are outlined. Different leadership styles and cultures are discussed. The principles of knowledge and ethics in leadership are also reviewed.
The document discusses key concepts around social networks and online communities. It provides definitions for social networks and online communities, explaining their differences and strengths. It lists common types of members in social networks, from Creators to Inactive users. Success factors for social networks are identified as Remuneration, Influence, Belonging, and Significance. Examples of social networks like Barack2.0 and WIND are discussed. The document emphasizes connecting with users, engaging them, and communicating consistently and positively.
Mind Tree is an international IT consulting and services company headquartered in India and New Jersey. It operates through two units and was founded in 1999. Mind Tree has over 15 offices globally and focuses on product engineering and IT services. The company emphasizes a culture-led approach and places significant importance on its values, with culture comprising 40% of employee appraisals. Mind Tree utilizes various knowledge management practices like communities of practice, a knowledge portal called Konnect, and a holistic approach involving people, organizations and their interfaces to effectively manage knowledge.
Using Social Business to Drive Innovation at Standard LifeIBM Sverige
Throughout 2010 and early 2011, Standard Life has been rolling out a program to put in place a scalable digital enabling technology foundation based on IBM WebSphere Portal. The solution offers both business services for independent financial advisors and retail services for customers. The investment made by Standard Life came while delivering a new visual identity for the organization. Join this session to understand the business drivers, audience demographics, and how this organization successfully combined their digital strategy with the business case for WebSphere Portal as enabling technology, resulting in multiple business propositions to be developed in parallel. Learn how the enhanced digital platform integrates key data sources, web analytics, collaboration, and social channels leading to improved employee productivity, advisor, and customer service levels.
Simon Quinton, Director of Delivery, Ascendant Europe
Topics covered at Agile Humans Days 2019: Sustainable Agile, a moral call to the Agile Community; Business agility; Culture change & consciousness; Running a business with a conscious mindset; Virtuous circles of value creation.
This document discusses enabling innovation through human capital management. It notes that the high rate of knowledge obsolescence has created interconnected problems requiring innovative, systems-based solutions. Educational institutions need new models like variable-duration programs and student-centric learning to deliver skills for a knowledge economy. Business schools should help students critically analyze theories. The document also outlines factors like ideation processes, skills, leadership, culture and values that enable innovation ecosystems. It proposes managing innovation as everyone's job and balancing conformity and creativity through new metrics and rewards.
This document discusses enabling innovation through human capital management. It notes that the high rate of knowledge obsolescence is creating complex problems that require innovative, systems-based thinking to solve. Educational institutions need to test new models like student-centric learning to prepare students for this disruptive world. Both social factors like ideation processes and technical factors like data analytics play a role. Managing innovation requires making it a job for all, balancing conformity and creativity, using metrics to measure learning from innovation, and developing people's divergent and convergent thinking skills. Leadership must facilitate an organizational culture that encourages challenging norms and transparency to support innovative idea generation.
The document discusses effective communication. It notes that communication is both an art and a science. There are common misperceptions about communication, and learning to communicate effectively enables higher performance. Both speaking and listening are important, as is understanding different perspectives. Simplicity, clarity and openness are keys to good communication.
This document discusses networking with farmers and farmer groups. It addresses questions around how to feed the world sustainably while supporting small producers. It promotes knowledge networking through communities of practice to connect people, facilitate collaboration, and create shared knowledge. Communities of practice are described as groups that come together to learn from each other through ideas sharing. The document advocates for an open innovation approach and encourages dialogue over discussion.
On 17 February 2015, Doing Something Good facilitated a half day Insights and Innovation Lab in partnership with Vicsport and VicHealth to explore the changing business of community sport, and how clubs, associations and other service providers might respond effectively to emerging trends and the needs of Victorians to engage them in sport.
This document discusses social media marketing strategies for non-profits. It provides statistics showing that most non-profits are using social media, with blogs and social networks being most popular. Examples are given of effective non-profit social media campaigns, focusing on community engagement. A 4-step strategy is outlined: listen and learn, plan, engage, and evaluate. Key aspects of planning include developing social media policies and monitoring, response, and engagement plans. The document emphasizes engaging supporters through conversations rather than just eyeballs and aiming for action over traffic.
This document discusses communities of practice (CoPs), which are groups of people who share a common interest and come together regularly to learn from each other. The presentation covers what CoPs are, their benefits, types of CoPs, where the concept is being applied, how to build and maintain CoPs, examples of CoPs like FabLabs and entrepreneur networks, criticisms of CoPs, and conclusions. CoPs can drive innovation, spread best practices, develop skills, and help companies recruit and retain talent through peer-to-peer learning. Both self-organized and sponsored CoPs exist, serving different purposes and holding together in different ways. Building and sustaining CoPs requires a clear purpose, leadership, processes, and value
Strategies for Attracting and Growing the Right AudienceJeff Hurt
1. The document discusses strategies for attracting and growing the right audience for conferences. It emphasizes focusing on customer centricity rather than product centricity by deeply understanding attendees' needs and providing targeted solutions.
2. It argues that a customer-centric approach requires collecting and analyzing detailed data on loyal attendees to identify the most valuable customers to focus on.
3. This "flipped" conference model prioritizes satisfying customers' pain points and problems over offering a broad range of general content, in order to maximize long-term profitability and competitive advantage.
Enterprise Hive Webinar: Deploying Social Business Software in Member-Driven ...Enterprise Hive
Enterprise Hive, creator of social business software, is proud to partner with the New Media Consortium (NMC), an international membership community of experts in educational technology, in developing the NMC Commons, a private, secure online community that fuels productivity and enables NMC's global membership to collaborate and communicate seamlessly.
This presentation is a webinar discussion on how the NMC Commons online community, powered by Enterprise Hive's HiveSocial social business software, taps the power of social business online business processes to improve NMC's delivery of member services and foster dynamic communication and collaboration among its membership.
This document discusses the evolution of knowledge management from information management. It outlines some of the key challenges in knowledge management, such as changing customer service methods, transforming business processes, and changing employee mindsets. The document also discusses ethics in knowledge management and attributes of knowledge, noting that knowledge expands on use and is sharable but also needs protection. Knowledge management systems have evolved from standalone systems in the 1990s-2000s to more integrated and collaborative systems today that leverage technologies like social networking, wikis, and mobile applications.
IBP Knowledge Gateway - Share, exchange, transfer and apply knowledgeDgroups Foundation
The Implementing Best Practices (IBP) initiative aims to strengthen family planning and reproductive health programs by sharing knowledge and resources between its diverse member organizations. IBP and its consortium members, which include WHO, USAID, and other global health organizations, work at global, regional, and country levels to identify and spread effective practices. They utilize the Knowledge Gateway, a web-based platform, to facilitate exchange of expertise between practitioners and enable collaboration. The goal is to improve health programs by overcoming knowledge gaps and unlocking experience from various organizations.
1) Knowledge management is defined as enabling individuals and teams to collectively and systematically create, share, and apply knowledge to better achieve objectives.
2) Benefits of knowledge management include reduced time-to-market, increased revenue, retained market share, and expanded profit margins. Companies like Chevron, Texas Instruments, and Scandia saw these benefits through knowledge management.
3) Knowledge is formed from data through information. There are two types of knowledge - explicit knowledge that is written down, and tacit knowledge stored in people's minds. Knowledge management aims to capture and share both types of knowledge.
Increasing Conference Collaboration By Shifting From A Market-Share Environme...Jeff Hurt
We are living in a world of hinge time (Collaborative Intelligence authors Dawna Markov and Angie McArthur). Our conferences are planned to educate attendees for an era that no longer exists. The challenges our attendees face are vastly different from the ones of the past.
Most of our conference attendees were educated on how to be right. We focus on individual and collective attention on deficits—cognitive, emotional, financial and industry-related says author Dawna Markova. Rarely have we been taught how to collaborate effectively with people across cultures, time zones and temperaments. Thus hinge time.
Hat tips Judith Glaser-Conversational Intelligence & Dawna Markova and Angie McArthur-Collaborative Intelligence.
Deep Learning: Crafting The Total Transformative Learner ExperienceJeff Hurt
This document discusses different approaches to learning at conferences. It notes that traditional conference experiences typically involve lectures and panels that provide information but do not enable deeper integration and application of concepts. Surface learning aims for quick fixes while deep learning involves wrestling with new ideas and relating them to experience. The document advocates for conferences that give attendees opportunities to actively try out ideas, get feedback, and try again in order to support deep learning. Interactive experiences that facilitate receiving, reflecting on, making sense of, and testing new information are presented as ideal for learning.
To be an effective governing Board, there must be a clear definition of strategy, defined expectations of their leadership role, resources, and finances. But sometimes boards find themselves doing 'work' rather than offering strategic direction. Explore how to guide your Board's focus from operations to oversight of finance and administration or from doing program work to overseeing the program of work. Walk away with techniques to shift your Board's contributions from working to governing.
Organizations are good at talking about and choosing change but equally important are the plans we develop bring others along with the change. Wise leaders are turning to neuroscience and cognitive psychology to break through our natural "guardians of change." One helpful tool could be what's called the ACE plan, a three-step approach to make transition management stick. In addition, you'll learn why our brains resist change and how to design strategies that make our thinking caps more receptive. Take back a fresh strategy that invites and empowers other to be positively part of the change process.
You need innovation as an engine for you conference participants’ success!
This requires that you must break free of Infectious conference learning myths.
Despite our intentions to ensure that all our conference participants learn and network successfully, we seem to be working harder than ever at accomplishing less. And our attendees seem to be more disengaged than ever and longing for more. At any given time 50% or more of our conference attendees are not attending our programming.
In an effort to improve our conferences and help our attendees, we have pushed the existing conference model into hyperdrive, offering more and asking attendees to work at super speeds to consume as much as possible. Our richly-scheduled events—code for overly-scheduled—negatively affect attendees’ learning and quality networking in the long run.
We need to break free of infections myths about conference experiences, learning and networking to find ways to hardwire conferences to organically develop the natural intelligence of our attendees. It requires courage, tenacity and certitude that our conferences can become true learning events that redefine our participants’ 21st century success.
Creating Sticky Learning To Combat Our Illusion Of KnowingJeff Hurt
As adults, we are rather lazy learners.
Much of what we hold as fact regarding learning is actually illusion. We waste a lot of effort, time and resources with common-sense accepted educational practices that are rooted in intuition, tradition and myth.
The most effective learning strategies and education programming are counter-intuitive. We need to build new bridges between our education offerings and the learning research in order to increase our participants’ ROI. We need to develop a deeper understanding of the why and how to create learning opportunities that stick.
What's Your Story? Creating Memorable General SessionsJeff Hurt
Conference attendees are collectors of experiences. You have the opportunity to design a conference narrative that uses narraphors: metaphors to tell a story. Your opening and closing general sessions need to help frame that narraphor with input and output frames. Then you can transform your conference attendees from story listeners to story tellers to story sharers and story people. So what's your conference story and narraphor?
Every conference experiences change.
Well, at least is should experience some change. Especially if it’s a healthy and growing conference.
Yet some conference organizers—those that keep their finger on the intersection of society, their profession and their customers’ industry—sense that they are in the midst of radical change. It’s the kind that only happens every few decades.
The challenge of many conferences today is that they are like local, indigenous populations using their native tongue trying to talk to foreign immigrants. The traditional conference experience is out of touch, disconnected and using an outdated model. It fails to connect with today’s generations.
Well, it’s time your conference went EPIC!
Today’s culture wants EPIC communications and experiences. For today’s conferences to succeed, they must step outside of traditional thinking. They have to create new models and experiences that use a four-step EPIC transformational process.
After attending this session, the participant will be able to:
1. Identify the four-step EPIC model for conferences and events.
2. Discuss how conferences can create experiential events.
3. List ways to make conferences more participatory that increase learning and retention.
Strengthening Our Strategic Thinking To Become Better LeadersJeff Hurt
Becoming a strategic thinker is not as difficult as it sounds. Although if we’re not careful, it may mean running in place twice as hard. It just means practicing different behaviors than what you probably already do.
When you focus on remembering minutia and details, it adversely affects your ability to engage in strategic thinking. We have to be careful as leaders and logistic meeting professionals of falling into the trap of losing sight of the bigger picture. Neuroscience has proven that when we focus and engage in strategic, abstract thinking, we improve our ability to remember the details. Becoming more strategic actually improves our logistics.
Being more strategic doesn’t mean making decisions that affect your whole company. Nor does it mean allocating scarce budget dollars. And it clearly doesn’t mean scouring the internet for the right response to the problem you face.
It means forcing your brain to slow down and work smarter.
Learning Outcomes:
Define a strategic brain and how it affects our leadership.
Identify three steps we need to practice to become strategic thinkers.
Discover how to improve the brain’s gatekeeper and increase our ROI!
Boom! 5 Ed Disruptors For Your ConferencesJeff Hurt
Brain science is not a fad and neither is online learning. The more we learn about how we learn, the more opportunities we have to provide more meaningful and lasting learning experiences for attendees at our meetings and events. Explore a few top education innovations happening in all walks (including K-12, universities, the digital space, library science, adult education and on-the-job-learning) extract their core nuggets of wisdom and “translate” them for application to our world of conference and professional learning.
Future Of Learning And Technology 2020: Preparing For ChangeJeff Hurt
The education landscape of 2020 will be characterized by the blurring of boundaries. Learning anywhere and anytime will be commonplace in many different ways based on the ubiquitous and innovative use of technology. Our organizations face a duality of change—conceptual and technological—regarding the practices of education and learning. The practices of teaching, presenting and learning will undergo fundamental change as it responds to global, social, political, technological and of course, learning research trends. Will your organization be ready and prepared to take advantage of these seismic changes to education, learning and technology?
Provide a central location where attendees can meet, socialize and exchange ideas. Designate an area for guests to interact, form connections and discuss topics of shared interest. The gathering space should serve as a hub for networking and engagement among those present at the event.
Curate Like A Pirate: Choosing Education Content That Leads TO A Treasure Loa...Jeff Hurt
This document discusses the differences between low beam and high beam education leaders. Low beam leaders focus on short-term execution and replication of past programs. They invest in the present and do not consider trends or the future direction of the industry. High beam leaders use strategic vision and intelligence to interpret trends and predict how they will impact their members. They are willing to experiment and adapt quickly to changes. The document suggests high beam leaders serve their members best by staying attuned to the needs of the industry as a whole.
The document warns about conferences that rely too heavily on lectures and panels, which it refers to as creating "zombie learners" who passively consume information without real learning. It provides symptoms of a "zombie conference", such as attendees shuffling between sessions sleepwalking and intellectual inquiry being seen as absurd. The document advocates approaches like critical thinking, deep learning, problem solving and authentic learning to inoculate against the "zombie infection" and revive conferences by understanding learning has changed and old education methods are dead.
The document is a collection of photos from Flickr shared under various Creative Commons licenses. The photos depict a variety of subjects and were uploaded by different photographers for non-commercial reuse.
The traditional conference is in dire need of creativity, innovation and reinvention! It has been stuck in an ancient, out-dated rut for too long. What happens inside of conferences is going to change. Especially now that the Web connects us to information and people the way that it does. It has to change.
Implementations of Fused Deposition Modeling in real worldEmerging Tech
The presentation showcases the diverse real-world applications of Fused Deposition Modeling (FDM) across multiple industries:
1. **Manufacturing**: FDM is utilized in manufacturing for rapid prototyping, creating custom tools and fixtures, and producing functional end-use parts. Companies leverage its cost-effectiveness and flexibility to streamline production processes.
2. **Medical**: In the medical field, FDM is used to create patient-specific anatomical models, surgical guides, and prosthetics. Its ability to produce precise and biocompatible parts supports advancements in personalized healthcare solutions.
3. **Education**: FDM plays a crucial role in education by enabling students to learn about design and engineering through hands-on 3D printing projects. It promotes innovation and practical skill development in STEM disciplines.
4. **Science**: Researchers use FDM to prototype equipment for scientific experiments, build custom laboratory tools, and create models for visualization and testing purposes. It facilitates rapid iteration and customization in scientific endeavors.
5. **Automotive**: Automotive manufacturers employ FDM for prototyping vehicle components, tooling for assembly lines, and customized parts. It speeds up the design validation process and enhances efficiency in automotive engineering.
6. **Consumer Electronics**: FDM is utilized in consumer electronics for designing and prototyping product enclosures, casings, and internal components. It enables rapid iteration and customization to meet evolving consumer demands.
7. **Robotics**: Robotics engineers leverage FDM to prototype robot parts, create lightweight and durable components, and customize robot designs for specific applications. It supports innovation and optimization in robotic systems.
8. **Aerospace**: In aerospace, FDM is used to manufacture lightweight parts, complex geometries, and prototypes of aircraft components. It contributes to cost reduction, faster production cycles, and weight savings in aerospace engineering.
9. **Architecture**: Architects utilize FDM for creating detailed architectural models, prototypes of building components, and intricate designs. It aids in visualizing concepts, testing structural integrity, and communicating design ideas effectively.
Each industry example demonstrates how FDM enhances innovation, accelerates product development, and addresses specific challenges through advanced manufacturing capabilities.
INDIAN AIR FORCE FIGHTER PLANES LIST.pdfjackson110191
These fighter aircraft have uses outside of traditional combat situations. They are essential in defending India's territorial integrity, averting dangers, and delivering aid to those in need during natural calamities. Additionally, the IAF improves its interoperability and fortifies international military alliances by working together and conducting joint exercises with other air forces.
Transcript: Details of description part II: Describing images in practice - T...BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and slides: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
Blockchain technology is transforming industries and reshaping the way we conduct business, manage data, and secure transactions. Whether you're new to blockchain or looking to deepen your knowledge, our guidebook, "Blockchain for Dummies", is your ultimate resource.
Sustainability requires ingenuity and stewardship. Did you know Pigging Solutions pigging systems help you achieve your sustainable manufacturing goals AND provide rapid return on investment.
How? Our systems recover over 99% of product in transfer piping. Recovering trapped product from transfer lines that would otherwise become flush-waste, means you can increase batch yields and eliminate flush waste. From raw materials to finished product, if you can pump it, we can pig it.
Fluttercon 2024: Showing that you care about security - OpenSSF Scorecards fo...Chris Swan
Have you noticed the OpenSSF Scorecard badges on the official Dart and Flutter repos? It's Google's way of showing that they care about security. Practices such as pinning dependencies, branch protection, required reviews, continuous integration tests etc. are measured to provide a score and accompanying badge.
You can do the same for your projects, and this presentation will show you how, with an emphasis on the unique challenges that come up when working with Dart and Flutter.
The session will provide a walkthrough of the steps involved in securing a first repository, and then what it takes to repeat that process across an organization with multiple repos. It will also look at the ongoing maintenance involved once scorecards have been implemented, and how aspects of that maintenance can be better automated to minimize toil.
7 Most Powerful Solar Storms in the History of Earth.pdfEnterprise Wired
Solar Storms (Geo Magnetic Storms) are the motion of accelerated charged particles in the solar environment with high velocities due to the coronal mass ejection (CME).
How RPA Help in the Transportation and Logistics Industry.pptxSynapseIndia
Revolutionize your transportation processes with our cutting-edge RPA software. Automate repetitive tasks, reduce costs, and enhance efficiency in the logistics sector with our advanced solutions.
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
UiPath Community Day Kraków: Devs4Devs ConferenceUiPathCommunity
We are honored to launch and host this event for our UiPath Polish Community, with the help of our partners - Proservartner!
We certainly hope we have managed to spike your interest in the subjects to be presented and the incredible networking opportunities at hand, too!
Check out our proposed agenda below 👇👇
08:30 ☕ Welcome coffee (30')
09:00 Opening note/ Intro to UiPath Community (10')
Cristina Vidu, Global Manager, Marketing Community @UiPath
Dawid Kot, Digital Transformation Lead @Proservartner
09:10 Cloud migration - Proservartner & DOVISTA case study (30')
Marcin Drozdowski, Automation CoE Manager @DOVISTA
Pawel Kamiński, RPA developer @DOVISTA
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
09:40 From bottlenecks to breakthroughs: Citizen Development in action (25')
Pawel Poplawski, Director, Improvement and Automation @McCormick & Company
Michał Cieślak, Senior Manager, Automation Programs @McCormick & Company
10:05 Next-level bots: API integration in UiPath Studio (30')
Mikolaj Zielinski, UiPath MVP, Senior Solutions Engineer @Proservartner
10:35 ☕ Coffee Break (15')
10:50 Document Understanding with my RPA Companion (45')
Ewa Gruszka, Enterprise Sales Specialist, AI & ML @UiPath
11:35 Power up your Robots: GenAI and GPT in REFramework (45')
Krzysztof Karaszewski, Global RPA Product Manager
12:20 🍕 Lunch Break (1hr)
13:20 From Concept to Quality: UiPath Test Suite for AI-powered Knowledge Bots (30')
Kamil Miśko, UiPath MVP, Senior RPA Developer @Zurich Insurance
13:50 Communications Mining - focus on AI capabilities (30')
Thomasz Wierzbicki, Business Analyst @Office Samurai
14:20 Polish MVP panel: Insights on MVP award achievements and career profiling
How Social Media Hackers Help You to See Your Wife's Message.pdfHackersList
In the modern digital era, social media platforms have become integral to our daily lives. These platforms, including Facebook, Instagram, WhatsApp, and Snapchat, offer countless ways to connect, share, and communicate.
21. A Participatory Culture Has
• Low barriers to expression & civic
engagement
• Support for creating & sharing content
21
22. A Participatory Culture Has
• Low barriers to expression & civic
engagement
• Support for creating & sharing content
• Informal mentorship where veterans pass on
knowledge & experiences to novices
Henry Jenkins, MIT
22
23. The Participatory Class
The concept of networked individualism
reconfigures users’ access to
information, people and other
resources
23
25. The Participatory Class
to seek and enforce new levels of
institutional and personal
transparency
William Dutton, Oxford Internet Institute
25
26. From command & control
to collaboration and co-creation
From command and control to collaboration and
co-creation
From broadcast production to peer production
From mass production to customized
segmentation
From closed improvements to open innovation
51. Traditional Associations
adopt push economy
Push
• Hierarchical
• From center out to others
• Traditional
51
52. Traditional Associations
adopt push economy
Push
• Hierarchical
• From center out to others
• Traditional
• Program
• Mandated
• Formal
• Traditional
52
53. Today Shift To Pull Economy
Push Pull
• Hierarchical • Networked
• From center out • Decentralized
• Traditional • Innovative
• Program • Platform
• Mandated • Self-Service
• Formal • Informal
53
54. Push Economies
Push Economies
Anticipate members needs
54
55. Push Economies
Push Economies
Anticipate members needs
Silos create standardized products
programs and services
55
56. Push Economies
Push Economies
Anticipate members needs
Silos create standardized products
programs and services
Broadcast methods
56
58. Push Economies
Push Economies
Mass consumption
Resources to mass production
58
59. Push Economies
Push Economies
Mass consumption
Resources to mass production
One size fits all
59
60. Push Economies
Push Economies
Most successful when members
don„t know what they want
60
61. Push Economies
Push Economies
Huge overhead costs in admin
for growth
61
62. Push Economies
Push Economies
Difficulty with innovation and
growth
62
63. Pull Economies Pull Economies
Decentralized networks
Decentralized networks
Customized products
Segmented audiences
Focus on Demand-Driven Needs
Agile
Flexible
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
63
64. Pull Economies Pull Economies
Decentralized networks
Decentralized networks
Customized products
Segmented audiences
Customized products, services
Focus on Demand-Driven Needs
Agile
Flexible
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
64
65. Pull Economies Pull Economies
Decentralized networks
Decentralized networks
Customized products
Segmented audiences
Customized products, services
Focus on Demand-Driven Needs
Segmented audiences
Agile
Flexible
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
65
66. Pull Economies Pull Economies
Decentralized networks
Focus on demand-driven needs
Customized products
Segmented audiences
Focus on Demand-Driven Needs
Agile
Flexible
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
66
67. Pull Economies Pull Economies
Decentralized networks
Focus on demand-driven needs
Customized products
Segmented audiences
Agile, flexile, respond fast
Focus on Demand-Driven Needs
Agile
Flexible
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
67
68. Pull Economies Pull Economies
Decentralized networks
Focus on demand-driven needs
Customized products
Segmented audiences
Agile, flexile, respond fast
Focus on Demand-Driven Needs
Win loyal members through
Agile
Flexible speed and quality
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
68
69. Pull Economies Pull Economies
Decentralized networks
Best practices are openly
Customized products
Segmented audiences freely shared
and
Focus on Demand-Driven Needs
Agile
Flexible
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
69
70. Pull Economies Pull Economies
Decentralized networks
Best practices are openly
Customized products
Segmented audiences freely shared
and
Focus on Demand-Driven Needs
Maximizes enthusiasm of
Agile
Flexible members
Respond fast
Win loyal members through speed & quality
Best practices openly & freely shared
Maximizes enthusaism of members
70
99. 6) Interactive & w/out Walls
Many-to-multitudes
Engages those not present
Extends messages
99
100. 6) Interactive & w/out Walls
Extends ideas, practices
for betterment
Of Profession & Industry 100
101. We serve Our Members Best
By Serving Our
Industry First
101
102. How does this statement impact your
education? Do you agree? Disagree?
Why?
“We serve our members
best by serving our
industry first.”
102
103. 1) Participatory Members
1. To participatory learning
2. From presumed authority to
collective credibility
3. To more horizontal structures
103
104. 1) Participatory Members
2) Presumed Authority
To Collective Credibility
1. To participatory learning
2. From presumed authority to
collective credibility
3. To more horizontal structures
104
105. 1) Participatory Learning
2) Presumed Authority
To Collective Credibility
1. To participatory learning
3) Horizontal Structures
2. From presumed authority to
collective credibility
3. To more horizontal structures
105
106. 4) Formal & Informal
1. To participatory learning
2. From presumed authority to
collective credibility
3. To more horizontal structures
106
107. 4) Formal & Informal
5) Networked Learning
1. To participatory learning
2. From presumed authority to
collective credibility
3. To more horizontal structures
107
108. 4) Formal & Informal
5) Networked Learning
6) Interactive & w/o walls
1. To participatory learning
2. From presumed authority to
collective credibility
3. To more horizontal structures
108