- Formato: eBook Kindle
- Tamanho do arquivo: 588 KB
- Número de páginas: 281 páginas
- ISBN da fonte dos números de páginas: 0805080430
- Editora: Times Books; Edição: First (1 de maio de 2007)
- Vendido por: Amazon Servicos de Varejo do Brasil Ltda
- Idioma: Inglês
- ASIN: B000R7PUW4
- Leitura de texto: Habilitado
- Dicas de vocabulário: Habilitado
- Avaliações dos clientes: 35 classificações de cliente
- Lista de mais vendidos da Amazon: #464,274 entre os mais vendidos na Loja Kindle (Conheça os 100 mais vendidos na Loja Kindle)
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Everything Is Miscellaneous: The Power of the New Digital Disorder (English Edition) First Edição, eBook Kindle
|Número de páginas: 281 páginas||Dicas de vocabulário: Habilitado||Configuração de fonte: Habilitado|
|Page Flip: Habilitado||Idioma: Inglês|
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In Everything Is Miscellaneous, David Weinberger charts the new principles of digital order that are remaking business, education, politics, science, and culture. In his rollicking tour of the rise of the miscellaneous, he examines why the Dewey decimal system is stretched to the breaking point, how Rand McNally decides what information not to include in a physical map (and why Google Earth is winning that battle), how Staples stores emulate online shopping to increase sales, why your childrens teachers will stop having them memorize facts, and how the shift to digital music stands as the model for the future in virtually every industry. Finally, he shows how by "going miscellaneous," anyone can reap rewards from the deluge of information in modern work and life.
From A to Z, Everything Is Miscellaneous will completely reshape the way you think--and what you know--about the world.
The Flocking of Information: An Amazon.com Exclusive Essay by David Weinberger
As businesses go miscellaneous, information gets chopped into smaller and smaller pieces. But it also escapes its leash--adding to a pile that can be sorted and arranged by anyone with a Web browser and a Net connection. In fact, information exhibits bird-like "flocking behavior," joining with other information that adds value to it, creating swarms that help customers and, ultimately, the businesses from which the information initially escaped.
For example, Wize.com is a customer review site founded in 2005 by entrepreneur Doug Baker. The site provides reviews for everything from computers and MP3 players to coffee makers and baby strollers. But why do we need another place for reviews? If youre using the Web to research what digital camera to buy for your father-in-law, you probably feel there are far too many sites out there already. By the time you have scrolled through one stores customer reviews for each candidate camera and then cross-referenced the positive and the negative with the expert reviews at each of your bookmarked consumer magazines, you have to start the process again just to remember what people said. Wize in fact aims at exactly that problem. It pulls together reviews from many outside sources and aggregates them into three piles: user reviews, expert reviews (with links to the online publications), and the general "buzz." (For shoppers looking for a quick read on a product, Wize assigns an overall ranking.) When Wize reports that 97 percent of users love the Nikon D200 camera, it includes links to the online stores where the user reviews are posted, so customers are driven back to the businesses to spend their money.
Zillow.com does something similar for real estate. The people behind Expedia.com, Rich Barton and Lloyd Frink, were looking for a new business idea--and were in the market for new homes. After hunting for information, they found that most of it was locked into the multiple listings sites of the National Association of Realtors. Now Zillow takes those listings and mashes them up with additional information that can help a potential purchaser find exactly what she wants. The most dramatic mashup right now is the "heat map" that uses swaths of color to let you tell at a glance what are the most expensive and most affordable areas. At some point, though, Zillow or one of its emerging competitors will mash up listing information with school ratings, crime maps, and aircraft flight patterns.
Wize and Zillow make money by selling advertising, but their value is in the way their sites aggregate the miscellaneous--letting lots of independent sources flock together, all in one place.
Were seeing the same trend in industry after industry, including music, travel, and the news media. Information gets released into the wild (sometimes against a companys will), where it joins up with other information, and the act of aggregating adds value. Companies lose some control, but they gain market presence and smarter customers. The companies that are succeeding in the new digital skies are the ones that allow their customers to add their own information and the aggregators to mix it up, because whether or not information wants to be free, it sure wants to flock.
--Este texto se refere à edição hardcover.
Sobre o Autor
Considered. In 1994, he founded Evident Marketing, a strategic marketing firm on technology issues, and he served as the senior Internet adviser to the Howard Dean campaign. He lives in Boston.
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Avaliação de clientes
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Principais avaliações internacionais
A very good book and quite readable given the subject matter. You will learn more about classifying and the shortcomings thereof than you will have learnt in your life (unless you are already an expert.) Excellent stuff and the only reason it doesn't have 5 stars is that Weinberger doesn't cover those items which are fixed within a particular organisation such as a 'sales order' or 'terms and conditions'. Sometimes things are simpler than he says!
Viel Spaß bei der Lektüre....
A couple of things that stuck with me:
- Wikis reduce emails by about 75%; I want to test this theory in real life!
- The discussion of org charts was interesting. Corporate hierarchies don't seem to make sense. The social connection follows the work connection. These are the important relationships.
- I really like the idea of 'Daily Me' fragments as quoted from Nicholas Negroponte.
- An article is neutral when people have stopped changing it.
- The idea that we're misleading CEOs by telling them it's an information business. Makes me think that it's really a relationship business. Information is used to establish, promote and measure the relationship.
I read recently that 50% of internet users don't understand tagging.
I would like to dive deeper into usage patterns of organization. I see 2 ways of tagging something: (1) tagging the content directly (e.g. delicious) or (2) putting the content into a container - the container is effectively the tab - this could be single or multiple containers (think iTunes)
There are many examples that show the difference between the placement of items such as in an actual retail store or library vs. the myriad of ways that such items can be cataloged and called up digitally by those seeking them. The implication is that traditional tree structures--organization charts, the Dewey decimal system, some knowledge management approaches--are being superseded by other means of arraying information digitally.
Accordingly, rather than building "trees" that define the relationship of every bit of data in a company, new roles and tasks involve assembling enriched pools of data objects where relationships to one another can change and vary constantly, depending on who is looking at them.
With these new capabilities in mind, Weinberger makes reference to electronic organization charting that has multiple dimensions and is more like showing social networks where one has primary reporting relationships and accountabilities as well as many other connections in "hyperlinked organizations."
Read this book for an excellent primer on this new perspective and its possibilities.
David Wienberger goes deep on what software and more generally the internet has done to help us organize knowledge in the world. He illuminates our movement from first order organization (the library shelf), to second order (creating a library card catalogue to find that book), to third order (collective development and meta tagging of information as found in online tools like flikr, delicious, wikipedia, and others). The book begins to describe how mankind will keep intellectual order given the explosion of constantly changing information. The short answer to that "how" question is: we will no longer simply put information into discrete real or virtual folders. Instead we will actually begin to create broad information about each element of information (meta-data). More importantly we will do this collectively and share it widely.
Wienberger's sense is that we are organizing the worlds information steadily into structures that actually better mimic how the human mind works. We are bringing our information toolsets closer to us and as a result are making information and knowledge more accessible and useful. Wienberger's implication is that we will all spend less time organizing and more time making use of information. Great news unless you're a compulsive obsessive organizer. Read this book to find out what's driving many things you see on the internet including meta tagging, wikipedia, flickr, google, digg, and beyond.
"Everything is Miscellaneous" is a great argument against Aristotelian trees and the notion of 'perfect order'. Let's face it, we're all different, we all have our context, and our information systems should exploit these facts. Migrating towards meta-data is the first step.
Bottom line is I do recommend the book, but plan to start skimming about 1/3 of the way through ...
most of the book is based strongly on an argument with a fundamental error in the premise. according to the author, card catalogs obey a strict organizational theme, but data bases do not. actually they do, and are in ways even stricter and more ordered. The computer essentially imposes order even in our "miscillaneous" groupings, which are just another label in the system.
the author argues for something like a "wisdom of crowds" but doesn't seem to fully grasp why that works. it's not that crowds simply don't need experts, but crowds that include a variety of kinds of experts, guess right more often than any single expert.
if his arguments are believed (and much about them is interesting) then this book should have been a blog. why wasn't it? probably the author knows the important differences, but writing about blogs got hiom a lucrative contract with a publishing house.