Knowledge Flows: Thinking, Deciding, Learning Rotating Header Image

How student-developers will harness the tablet computer to transform learning

The iPad and other tablet computers will fundamentally change the nature of education research, content and delivery because there has never been such an overlap between users and developers.

Many of the high school, college and other students who’ll be using a tablet computer to engage their course content are innovative and adept programmers who’ll create “apps” based on their ideas of what will help them and their friends learn.

These millions of rapidly prototyped attempts to improve specific learning environments will decentralize education research and change its focus from the large and timeless issues identified in the academy to the immediate and granular concerns of learners.

Most of today’s educational content comes in textbooks, which Bryan Polivka likens to CDs in “Why the iPad really could change everything.”  He asks us to wonder about the textbook “single” and imagines a future in which we can create a learning “playlist” for a course that mixes tracks from Macmillan, Pearson and others.

My own sense is that it won’t stop there and digital “papers” and assignments will be elaborations (riffs?) on those textbook singles and the best ones will be added to the library from which future students construct their playlists.  And, as I mentioned in a previous post, they’ll also be added to the school’s website as inbound marketing assets that are both learning resources for the world and recruiting pieces that show how well students learn at that school.

The ebook of the future will transform delivery by replacing Moodle and other systems that manage learning (LMS) with learning landscapes that encourage exploration and experimentation by shifting from a pedagogy that puts content into an LMS to one that puts widgets and apps into the content.

Sharing bookmarks and links, embedding conversations into chapters and paragraphs, and collaborating with each other on problems will be the first steps in the transformation of the student to a self directed learner who experiences content as a learning environment instead of a learning goal.

Reimagining the tablet computer into the kind of networked application platform that will enable this transformation requires:

An open system that makes it easy to create applications and share content,

A scalable, cloud friendly architecture that seamlessly integrates these applications across the desktop, laptop, tablet and mobile device, and

A peer-to-peer distribution system that makes sharing easy and cheap.  A centralized “store” is too slow and rigorous for the prototyping at the heart of this revolution, although it will probably be a good place for the “finished” products.

Fortunately, not only do all these exist, but they’re also the prevailing directions in which computer systems are moving.

Do you agree that when students have the power to program their e-books we’ll see an explosion of creativity that will radically change the nature of education?

Please let me know.

Using Social Media in Education

Social Media is a learning tool, a course of study, a source of new revenues and a way to enhance marketing, admissions, retention and career placement.

It also offers significant competitive advantage to educational organizations because of its proven appeal to your customers, the lack of products being offered them and a substantial body of knowledge from other industries that can inform your approach.

Andrew McAfee, a respected business thinker, believes that Enterprise Social Software Platforms (what we think of as social media,) will “have about as big an impact on the informal processes…as large-scale systems…have had on the formal processes.”

Social media will have as big a place in education’s future as learning management systems.

Social media is a cognitive tool that facilitates peer-to-peer learning and collaboration in the classroom:

  • Twitter hashtags for courses let students ask their classmates for help,
  • Discussion groups are good for exploring topics,
  • Tools like Google’s Wave allow the class to construct a collaborative set of notes both in real time and after the fact.  Not only are these notes more complete, but the process of engaging each other leads to deeper learning,
  • Students can collaborate on projects such as creating videos, wikis, webinars and podcasts, and
  • It can mitigate two of the biggest challenges with distance learning: the sense of isolation and lack of participation in the social channels of learning.

Social media is a substantial enough topic of study to justify certificates and majors in both the how-to and the management of social media:

  • There’s an increasing demand for people who understand the mechanics of blogging, microblogging, bookmarking, webinars, Facebook, Youtube, LinkedIn, Flickr and many other platforms as well as ancillary products like Google Analytics, and
  • Managers are increasingly being called to understand social media.  How can they calculate its ROI?  What’s its role in an integrated marketing communications plan?  How can it be used to facilitate innovation?  What does it mean for the organizational structure?  What strategic opportunities does it present?

The degree is just the beginning. Social media communities are great ways to keep in touch with your graduates and involve them in developing continuing education products that meet the needs of people like them.

Social media can help with marketing and admissions:

  • You can join the social media conversations where your prospective students are wondering what to do and where to learn how to do it,
  • Your current students are already talking about you through their social networks and you can turn them into brand evangelists,
  • Admissions, career services, financial aid, management and faculty blogs can create additional entry points for prospects to get the specific information they want about your school, and
  • Social media projects created by current students and posted on your website will give prospects the kind of authentic and trusted peer perspective which is such an increasingly important factor in their purchase decision.  These projects can easily go viral because the students will want to show their work to their friends and peers (who are your ideal target demographic.)

Social media can help with retention and career placement:

  • Better informed decisions about what to study and where to attend will lead to better matches and reduce the number of students who leave because they made the wrong choice,
  • Many students feel more comfortable with a social media environment than a traditional education model so a school that uses social networks will be more intuitive and make sense to them more quickly and less painfully,
  • A collaborative curriculum will make it easier to see who isn’t participating and counselors can intervene before they’ve drifted too far away,
  • Social networks outside the classroom that give voices to students will be places where you’ll hear about strengths, problems and dissatisfaction,
  • A strong alumni network that keeps experiencing your value proposition will be a good source of jobs,
  • Participating in conversations on the internet with the people who will hire your students will create valuable contacts and help you shape your program, and
  • Training students for successful social media careers with robust growth will keep their interest.

Social Media in Education is currently a blue ocean with very little activity compared to all the realms to which it’s connected:

  • There are millions of people in your target market who have integrated social media into many aspects of their lives.  However, if they wanted to prepare for a career in a business that operates the same way as their cohort, they would be hard pressed to find that training,
  • These same people use social media to learn about the things that impact their personal lives, yet if they looked for an education that used social media as a learning tool, they’d have difficulty finding one, and
  • If they tried to use their social networks to research educational opportunities, they’d also find relatively little material compared to other searches.

What is your organization doing to catch up to your customers’ interests and the job market’s demands?  Please let me know.

Moving from Above-the-Workflow Events to In-the-Workflow Events

In his book “Thinking and Deciding,” Jonathan Baron describes three types of thinking:

“We think when we are in doubt about how to act, what to believe, or what to desire.”

In-the-workflow thinking, the first type, makes the decisions people are facing in their every day work life and above-the-workflow thinking, the second and third types, invites people to step out of their everyday experience to look at the big picture of the world and the opportunities it presents.

Before the explosion of technology and media, business people’s choices of actions were limited by their local resources and they had limited contact with the world and its opportunities.

As a result, they had very little need for help with in-the-workflow thinking and substantial need for stimulating above-the-workflow thinking.

The thought leader model emerged to meet those needs and event keynotes and panels emerged as channels of distribution.

However, technology, globalization, the internet and other forces have changed the thinking landscape.  Today, most business people are inundated with a steady stream of both information about all the latest developments that could possibly relate to them and stories of all the things people are trying.

And their choices about what actions to take have simultaneously exploded.

As a result, attendees arrive at our events with a pretty clear big picture.  It may only be 2 mega pixels instead of 20, but the main features of their world and its possibilities are clear.  And if they want to zoom in on any feature, they can do it for a very low cost on the internet.

What most of them don’t know is how to translate this big picture into concrete actions that are relevant to what they’re doing back at the job.

This crumbling foundation of the typical event’s thought leader value proposition is evident in some recent blogs (See Is Social The New Conference Black & Are Attendee Lists the New Allure? or Why I Travel to Conferences Last Minute) in which the authors state that their decision about whether to attend an event is becoming more dependent on which members of their social networks are attending and less dependent on the speakers and program.

They’re more interested in going deeper into their workflow, which is what our online networks are becoming, than listening to speakers talking about the big picture.

Most attendees don’t yet have the robust social networks that can offer the same opportunities for engagement so attending the speeches and panels continues to be their best/only value proposition at the event.

However, a strategy based on scarcity (lack of robust social networks) is an emperor with no clothes.

The fact that the authors of these blogs are willing to take the time and spend the money for transportation, lodging and event registration shows the value they believe face to face contact can add to their social networks and points to the new strategic direction in which events need to embark.

Helping people develop rich social networks that help them with their in-the-workflow thinking is a new opportunity for event producers and one in which the face-to-face realm has a clear competitive edge.

Instead of offering conference content and random networking opportunities that are becoming a decreasingly less attractive alternative to the unconferences which attendees’ social networks are letting them build, event producers need to embrace this shift and

  • Make it easier for prospective attendees to see how the conference will enrich their social networks.  This will involve not only letting them see who in their existing network will be there but also what meaningful and relevant contacts they might be able to add to their network,
  • Change the event pedagogy from instruction to construction.  Instead of presenters who attendees learn from, use facilitators who get attendees learning with each other because exchanging tacit knowledge is the best way to build the trust and understanding that’s a social network’s soul, and
  • Keep enhancing your attendees’ social networks between events.  The world doesn’t need another online community so don’t try to build one and recruit your audience into it.  Instead, visit your attendees’ and prospects’ communities and constructively participate with useful knowledge and ideas as well as suggestions about other networks they might find interesting.  Naturally you’ll wind up with your own social identity and web presence, but keep in mind that your value proposition relates to their social networks, not yours.

The thought leader/expert model is fundamentally inconsistent with the emergent wisdom of the crowds that social software platforms are energizing.

This represents a new and rapidly growing opportunity for event promoters and speakers who are willing to start shifting their focus from above-the-workflow thinking to in-the-workflow thinking that offers people opportunities to deepen, enhance and expand their social networks.

What do you think?

Wave, tacit knowledge and the competitive advantage of face to face events

Wave is both a great way for a group to record what it’s learning and an incredibly powerful learning environment.  This combination holds two profound and profitable promises for the face to face event industry:

  • As a learning record, it will allow the Event Industry to fully embrace the outcomes focus of modern business and create value propositions that resonate more effectively with the modern budgetary approval process, and
  • As a learning environment, it can move us from a business model based on the delivery of explicit knowledge, which increasingly “wants to be free,” to one based on the construction and sharing of tacit knowledge, which The Shift Index, a 2009 report from the consulting firm Deloitte about the impact of the digital infrastructure on business, calls “the most valuable type of knowledge”(p 46,) going on to observe that “Interactions in face-to-face settings are where tacit knowledge creation and exchange is most rich” (p 47.)

These two characteristic are woven together in Outcome-Based Education (OBE,) which Wikipedia describes as:

“a recurring education reform model. It is a student-centered learning philosophy that focuses on empirically measuring student performance, which are called outcomes. OBE contrasts with traditional education, which primarily focuses on the resources that are available to the student, which are called inputs. … OBE generally promotes curricula and assessment based on constructivist methods and discourages traditional education approaches based on direct instruction of facts and standard methods.

Modern management is increasingly focused on results and expenditures which can show they deliver desired outcomes have a much greater chance of approval.

Until now, event education hasn’t been able to follow public education’s move to outcomes because event managers can’t force attendees to subject themselves to the kinds of tests which students are forced to take.

As a result, events have continued to “focus on the resources that are available” to the attendee: the speakers and panelists who are the “inputs” providing “direct instruction of facts” through their presentations.

In my previous blog post I wrote about using Wave to enable event attendees to create a collaborative set of conference notes, pointing out they’d serve as a rich resource for participants, people who can’t attend and the next marketing campaign.

They’ll be an effective marketing tool because they’re a way for prospects to see what people got from the event, i.e. they’re a record of collective outcomes.

As such, they can be the centerpiece of a marketing strategy that not only tells prospects what they’ll learn, but shows them actual outcomes.  And just as importantly, they can fit the event more smoothly into a purchase authorization process that’s geared to matching product outcomes to organizational goals.

Constructing a set of collaborative notes of the “direct instruction” from a panel or speech is inherently disruptive because construction and instruction are on opposite sides of education reform.

The momentum of social media, educational research and learning preferences are all on the side of construction and Wave represents the kind of catalyst that will enable entrepreneurial thinkers to change the learning style of the entire event (not just the note taking) from knowledge consumption to knowledge construction.

Knowledge construction is such a valuable learning methodology because it surfaces tacit knowledge, “which often embodies subtle but critical insights about processes or nuances of relationships (and) is best communicated through (the) stories and personal connections”(Shift Index p 46) which characterize collaboration.

Wave’s unique ability to provide both the medium for and the empirical evidence of the attendees’ ability to construct, create and exchange tacit knowledge creates the kind of real time feedback loop about which both educators and marketers dream.

However, the challenges are worthy of the rewards.

  • Event professionals are used to thinking in terms of the resources we’re going to make available, such as “a nationally known thought leader to give the keynote” or “networking breakfasts every day.”  Reimagining our product into result-measurement pairs introduces a completely different methodology and
  • Constructing and unpacking tacit knowledge is not about the wisdom of crowds that characterizes much of social media but about turning the entire event into an inquiring organization that uses dialogue and discussion to navigate ambiguity and mine indirection.

Wave’s triad of collaboration, assessment and public record provides a unique platform for resurrecting the competitive advantage of face to face interactions by reshaping events to provide the tacit knowledge their attendees will require to succeed in the 21st century.

And it’s also the death knell for the status quo.

How do you see it?

Google Wave, Twitter and the Transformation of Event Marketing

Google Wave is an exciting new collaborative tool and in their suggestions about how it could be used, organizing events is first on Google’s list.

I think Wave and Twitter will combine to transform event marketing by taking social media to the next level because Wave finally gives people an essentially social media subject about which to tweet.

In many ways, tweets are currently a social media extension of the old style of marketing.  Although there’s some editorial content in what gets tweeted about and whether the tweeter thinks it’s cool or not, the essential subject is the event and its content, not what peers are thinking about the event(and peer to peer interaction is the crux of social media.)

Wave will release Twitter from that constraint and integrate it into a complete social media marketing solution because waves can reveal what attendees and potential attendees are actually thinking both when they’re making their purchasing decision and when they’re at the event.

It lets the event producers shape a conversation and then open it up to prospects and attendees to fill with their thoughts, which statistics have shown their peers find so much more valuable for purchase decisions than agendas, speakers’ bios and other company generated material.

Combining Wave and Twitter to effectively help prospects learn what their peers are thinking requires understanding how they differ as learning tools. There are essentially two ways to learn: Learning from (instruction) is what Twitter’s great for and learning with (construction) is Wave’s strong suit.

We all know what a potent tool Twitter is for letting people know what’s going on.  Its brief alerts are hooks that grab our attention.  The follower model is a great recipient driven distribution list and retweeting can create powerful viral effects.

However, it’s not a good environment in which to share thoughts because:

It’s linear, which makes it hard to connect and integrate thoughts in various tweets,

Its organizing capabilities are very limited, so there’s no shared body of knowledge or perspectives on which to base any sort of conversation,

There’s a lot of redundancy because multiple people are tweeting about the same topic to different audiences,

You can’t get very reflective or thoughtful in 140 characters,

It’s all text, and

Tweets have a limited lifespan.  If you’re putting together an event over a period of more than a few weeks, you won’t even be able to find everything.

Google Wave, on the other hand, is great for revealing what a group of people are thinking on a substantial level:

Like a document, you can put thoughts wherever they belong.  You can even modify a post,

Subtopics let you group thoughts,

Since it’s a collective document, there’s no need for people to repeat each other,

You can post whatever length comment you want,

You can include images, videos, maps, polls and all sorts of media in your wave.  There’ s also a wide and growing variety of extensions and gadgets (e.g. a translator for international events), and

It has an unlimited lifespan.

Wave is not that good for announcements:

The updates to a wave can be to any part of it (a strength) but that makes it more difficult to identify what’s new,

There is no follower relationship.  For someone to see the wave, they currently need to be able to modify it, and

The only way a wave could be “retweeted” would be by adding all your followers to it.  Then to retweet another wave, you’d have to add your followers to that as well.

If you harnessed their collective strengths for an event, here’s what you might see.

Imagine planning your next event in public!  You could start a wave with topics about the physical location, the education tracks et al and invite attendees from previous events, potential speakers and others to join your planning wave.

As you figure out what you’re going to do, your customers will be able to chime in and if you forgot to include a topic they think is important, they’ll add it. You’ll have a chance to see what everyone thinks and either accept their ideas or explain why you won’t.

Other than being frightening (giving up the control social media demands usually is,) this is a way to plan the event that people want and have them take ownership of it.

Twitter would be a great way to let people know what you’re doing and to give them periodic updates/reminders of what’s happening.  Everyone who participates will tweet about the things they find interesting and, if there’s a point of disagreement, rally people to their side in a form of crowdsourcing.

At the event, the Wave, which already contains a lot of information about the speeches and panels, becomes a collaborative set of notes (as well a way of seeing how well the presentations matched their intentions.)  A wave can even include a real time poll in the midst of a talk if someone’s really brave.

Some people will want to keep tweeting, others will prefer putting their comments into a collective wave and some will do both. Combining Wave and Twitter gives people more options about how to participate and that’s only good for the event.

When the event is over, you’ll have a fundamentally different kind of public record.  Instead of records of the event like videos or speech transcripts, you’ll have a record of the attendee experience that both highlights what they found useful and testifies to how engaged and stimulated they were.

The attendee vetted usefulness of the content will be a valuable inbound marketing resource that will bring you traffic if the wave is hosted on your website (not possible now, but Google promises this for the future.)

The intimate revelation of how you responded to their peers’ suggestions for the event as well as what their peers were actually getting from the event while they were there will be a powerful marketing tool for your next event because it tells prospects what their peers think.

Google and Twitter are two of the Marquee Brands in social media and some people will inevitably get into a debate about which is better.  The main thing that debate will reveal is that some people prefer one and some the other, so our jobs as event professionals is to provide opportunities for people to use both.

I think Wave is the best thing to happen to Twitter since the hashtag.  How about you?

Strategic Social Media Community Management

In their recent article “Social media:  The new hybrid element of the promotion mix” , W Glynn Mangold and David Faulds give some tips for using social media as part of an organization’s integrated marketing communications strategy.  What I found most interesting was their conclusion that although we can’t control the discussions on the social web, we can, and should, shape them “in a manner that is consistent with the organization’s mission and performance goals.”

Here’s what I think this means for organizations building online communities:

The first change occurs in the design stage.  It’s heartening to hear all the customer related words in the mission statements for online communities, but you also need an equal dose of enterprise strategy.  Exactly how will all this customer engagement and empowerment advance specific strategies?  In many cases this comes down to how it will create demand for a product or service in which you have a competitive advantage.

Next, think about what kinds of conversations are likely to stimulate that demand.  On a broad level, discussions about how your product category is being used may give people new ideas.  However, you’ll want most discussions to explore areas in which you are the most competitive.  The people at Innosight have a “jobs to be done” concept which is very helpful here. For what job do you want your customers to “hire” you? Conversations related to those jobs are the ones you want to nourish.

Then, consider the different ways you can create these flows of knowledge.  Blogs, private networks, public networks, bookmarking and other platforms are all tools you can use towards this end.  What’s the best mix?  Why?

Once you’ve selected your mix of platforms, figure out the details for each.  You’ll still have to answer the same operational questions, but with the new goal of shaping conversations.  For example, you’re tweets will be pointing people to places that will stimulate curiosity about areas in which you have an expertise.

Shaping conversations requires a very different kind of social media community manager.  Instead of a platform expert who generates buzz, you’ll want a strategic thinker with a deep understanding of your competitive position and an ability to look at the myriad of social activity and opportunities from your perspective and:

See connections to your strategy in conversations,

Read people’s profiles and prior comments to see where their interests converge with yours and suggest discussions for them to participate in and start,

Find other web assets that support your message, and

Identify new people with interests that intersect your strategy and bring them into your community.

What do you think of their idea?

Using Crowd Sourcing to replace the sales funnel with something more reflective of Social Media

Isn’t it time to get rid of sales funnel thinking?  Consider all the ways it’s inconsistent with the ethos of Social Media:

It emphasizes the company’s perspective, not the customer’s,

Funnels are for homogenous liquids.  Customers are all different,

Stickiness is anathema to funnels, yet essential to Social Media,

The customer isn’t even visible,

No give to get,

It suggests the customer comes to the company, instead of the company going to where the customer is,

It’s opaque, yet social media is about transparency,

It’s a hierarchical and closed system.  Everyone enters at the top and moves to the bottom, completely isolated from the outside world,

It suggests a single process, but every customer’s journey is different, and

It ignores the role of the community.

Models are way more than cute pictures.  They structure our perceptions, provide the foundation for our actions and inform our theories.

If we’re really going to create a social business, we can’t have a model of the fundamental customer-company interaction that yokes us to an obsolete way of thinking.

Let’s create something that better describes reality.  I’ve started a crowd sourcing campaign to find a replacement at unfunnel.crowdcampaign.com

Please participate, encourage your friends and make a substantial contribution to the changing in thinking we all know is needed.

Knowledge and Imagination Have the Same Relationship as Electricity and Magnetism

Electromagnetic theory is an interesting model for thinking about the relationship between knowledge and imagination. The former involves flows of physical energy, the latter flows of psychic energy.

Just as a flow of electrons creates a magnetic field, a flow of knowledge (eg, a stimulating discussion) creates an imaginative field and just as a changing magnetic field creates a flow of electrons, a changing imaginative field (a properly placed “what if?”) creates a flow of knowledge.

An electric potential also causes electrons to flow and potential is what gets knowledge to flow.  According to Jonathan Baron in “Thinking and Deciding” (p 8), “Thinking is, in its most general sense, a method of finding and choosing among potential possibilities” and knowledge is the basis for evaluating those potentials.

Electric potential consists of a charge.  An interesting idea attracts our thinking because it has potential and gets us charged up.

Any system needs to be aware of these two different dynamics for stimulating knowledge flows:  Interesting ideas and changing the imaginative field.

Useful flows of electrons (electricity) are organized into circuits, which can be a metaphor for the way we structure knowledge flows.

The flow of electrons is the net flow.  Electrons are always wandering about in random directions, but this random movement doesn’t accomplish anything because they cancel each other out.

Knowledge potential will be used most effectively when it maximizes the net knowledge flows.  Conversations in which the participants aren’t moving together aren’t very productive. They need to be moving in the same direction to accomplish something.

Two conversations that are going in opposite directions can each be very productive, but if you combine them, you might just be left with a lot of static.

Lightning, unstructured bursts of electric energy, can light up the sky and have very powerful effects, but aren’t very useful.  Similarly, unstructured discussions that are all over the place can contain bursts of illumination, but accomplish very little.

A circuit can be destroyed when two parts which are meant to be on opposite sides of the resistance are “short circuited.”  A discussion can be destroyed when an edict from the chair bypasses the resistance to a topic. Real work in an electric circuit is only accomplished when the electric potential causes the electrons to flow through a resistance.  Real knowledge work is only accomplished when the potential of the ideas pulls the conversation through all the objections.

The electric potential decreases as it causes the electrons to flow and needs to be replenished, either by more charge stored in the battery or the electric generator on the grid.

Similarly, one interesting idea can’t keep a discussion going.  Either it needs to generate other interesting ideas to replenish the psychic charge or other, relevant knowledge needs to be pulled out from memory or other storage.

What do you think?  Any other metaphors?

Social Media, Mythological Flows and Joseph Campbell’s Planet Wide Myth

Joseph Campbell, one of the preeminent scholars of mythology, said this about its future:

“You can’t predict what a myth is going to be any more than you can predict what you’re going to dream tonight. Myths and dreams come from the same place. They come from realizations of some kind that have then to find expression in symbolic form. And the only myth that is going to be worth thinking about in the immediate future is one that is talking about the entire planet, not the city, not these people, but the planet, and everybody on it.” (From The Power of Myth with Bill Moyers)

However, Campbell’s planet wide myth won’t look like the religious, economic or political myths with which we’re familiar since it’s no longer possible to accumulate the critical mass of mythological truths necessary to ignite global mythologies in the ways of the past.  This is because:

Our individual circumstances vary so widely and our expectations of individualized solutions are so strong that any planet wide myth would need millions and possibly billions of different faces, and

Psychic knowledge starts depreciating and losing its potency as soon as it’s realized both because the world is changing so fast and because the scientific revolution has impoverished the imaginal environment in which archetypal truths simmer into myths.

The pace of change means that a myth would be obsolete for the early adopters before it propagated even partially across the planet and is part of a larger phenomenon that’s affecting knowledge of all kinds.  The Shift Index (Deloitte 2009,) which studied the “changes to the fundamentals of our…landscape catalyzed by the emergence and spread of digital technology infrastructure and reinforced by long-term…shifts toward…liberalization” (p 2) expresses it this way:

“…as the world becomes less predictable and faster changing, however, stocks of knowledge depreciate at a faster rate…(and)…to succeed now, companies and individuals have to continually refresh what they know by participating in relevant ‘flows’ of new knowledge.” (p 46)

The attack on the symbolic thinking at the core of mythology and the “denial of service” attacks on the Internet are motivated by the same nihilism that seeks to undermine our faith and interrupt the effectiveness of our icons.  Mythology has been utilizing what Umair Haque calls a G5 method:

“You can’t defend a centralized structure against a network attack in the traditional sense (just ask Twitter). But you can anti-defend against a network attack, by decentralizing your own resources to the edges… When resources are spread and replicated across as broad, diverse network of your own as possible, if one node goes down, the others stay up.”

I believe the combination of the shift from stocks to flows and the targeting of centralized symbols is Campbell’s planet wide “realization(s) of some kind that (has)… to find expression in symbolic form.”

However, the myth that expresses this realization can’t be in the familiar form because mythology itself is undergoing the Shift Index’s transformation from a landscape of stocks to one of flows as well as a process change that avoids the denial of service attacks by moving from a centralized, cultural process to the infinite edges.

If mythologists insist on looking for the traditional mythic form in the usual places because “that’s where it’s always been,” they’ll find a dwindling stock of increasingly arcane and irrelevant myths that survive only because they haven’t ignited our cultural imagination.

However, if they heed Campbell’s advice that “…you can’t predict what a myth is going to be,” they’ll notice that the Twitter stream and the constantly increasing pages and social content of the Internet are “talking about the entire planet” in a way that looks a lot like the “self revelation of the archetypal psyche” that Jung considered the essence of mythology. (Edward Edinger, The Eternal Drama, p 2)

Social media is replacing the persistent myth of the past with a system of mythological flows, which is much more suited to perform what Campbell, in “Creative Mythology,” describes as the four functions of mythology:

“The first function of a living mythology…is to waken and maintain in the individual an experience of awe, humility, and respect, in recognition of that ultimate mystery …” (p 609)

“The second function of a mythology is to render a cosmology, an image of the universe, and for this we all turn today, of course, not to archaic religious texts but to science.” (p 611)

“The third traditional mythological function (is the) validation and maintenance of an established order” (621) and “…the shaping of the individual to the requirements of his geographically and historically conditioned social group.” (p 5)

“The fourth, and most vital, most critical function of a mythology, then, is to foster the centering and unfolding of the individual in integrity, in accord with d) himself (the microcosm), c) his culture (the mesocosm,) b) the universe (the macrocosm,) and a) that awesome ultimate mystery which is both beyond and within himself and all things.” (p 6)

The first function’s “…recognition of that ultimate mystery” is now just a starting point because we’ve become active learners who are used to wakening and maintaining our own sense of awe.  Our curiosities have been empowered to hear their own unique call and we now ride a flow of hyperlinks to construct our own understanding instead of being instructed by a single mythological perspective.

For many of us, the physical universe of Campbell’s second function is increasingly a set of virtual multiverses that are in constant flux as new web sites, social media platforms and people are discovered.

It’s no longer science, but search engines that render the cosmologies and as those search results become universes themselves, we use the connections enabled by social media to navigate them.

The physical universe is still important, but for most of us, the scientific cosmology has long been more than adequate. The images we now want most are those of the perpetually morphing constructed worlds around us and for them we turn again to the online world of Google maps, Facebook friends, and the GPS.

The “geographically and historically conditioned social group” of Campbell’s third function has been eclipsed by a diverse multiplicity of physical and virtual networks with different archetypal structures and needs.

Rather than establishing and maintaining, we challenge and overthrow in what Joseph Schumpeter called creative destruction.

Instead of a persistent mythology which instructs us about a fixed vision of order and social requirements, we increasingly use a process that constructs order on an ongoing basis to meet the needs of our changing times and self-organizing networks.

The singular, hierarchical nature of Campbell’s fourth function is structurally inconsistent with our lateralized, networked world of pluralistic cultures, multiple universes and many, many ways into that awesome, ultimate mystery.

We unfold and our networks unfold in a constantly evolving process that happens differently for each of the billions of people on the planet.  It’s not a robust and preexistent mythology that fosters this blossoming, but access to mythological flows.

We need to heed Campbell’s warning from the “Flight of the Gander”:

“Wherever myths still are living symbols, the mythologies are teeming dream worlds of such images.  But wherever systematizing theologians have appeared and gained the day (the tough-minded in the gardens of the tender) the figures have become petrified into propositions.  Mythology is misread then as direct history or science, symbol becomes fact, metaphor dogma, and the quarrels of the sects arise, each mistaking its own symbolic signs for the ultimate reality – the local vehicle for its timeless, ineffable tenor.” (p 53)

If we don’t leave the comfort zone of our well constructed body of mythological knowledge, its systematic approach will petrify mythological stocks into an arcane and irrelevant proposition about the essence of mythological expression.  We can’t read mythmaking as the direct history of mythological thinking or use it to develop a science of the ineffable.  Even though it’s been relatively unchanged for thousands of years, the mythic structures we’ve inherited are only a local vehicle and the Internet and the world of social media are changing that vehicle.

The archetypal psyche has moved from the cloud of traditional deities to cloud computing where process heroes like Twitter now slay the timeless monsters of censorship, repression and alienation. The guides to the new places where the images are teeming with what Campbell called the “clues to the spiritual potentialities of human life” are:

Instead of the collective psyche, myths will be formed by networks of individual psyches,

Rather than existing myths that continue to instruct us, mythological flows will let us construct ad hoc myths to accomplish whichever of Campbell’s functions the unique situation requires, and

Myths won’t emerge, solidify, persist and spread, but merge back into the flows once they’ve served their function.

What do you think?

Why is there so much social media hype?

The “sky is falling” urgency isn’t new, but it’s puzzling if our goal is to make a convincing case.  Aren’t there enough facts without polluting them with fiction?

Here’s a tongue in cheek Op Ed Piece about the Social Media Juggernaut which I recently wrote  for the Pacific Coast Business Times