Meeting Notes 2015-02-06 (@fcc_cio)
編輯歷史
| 時間 | 作者 | 版本 |
|---|---|---|
| 2015-02-19 06:52 – 07:24 | r3217 – r3357 | |
顯示 diff Meeting Notes 2015-02-06 (@fcc_cio)
This document is CC BY 4.0 https://g0v.hackpad.com/5qc2opyL9gB
+ Related post: Cyber-Civic Endeavors in Taiwan
+ *David's post after his trip in Taiwan.
Location: Ex-Handlino Galactic Headquarters, Taipei
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david> Of note, sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. If everything is transparent, you might lose the ability to make compromises and it can becomevery olarized. A
- david> lso:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (There's a challenge of everything being reduced to ound-bites.)
+ david> lso:, a question worth asking How td we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (There's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! Mistake-making hen becomes the new norm.
Mayor Ko is making a lot of change injust a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
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nlbert> nchild is known for creating one-glance infographics, he does an"explanation for he lazy" (懶人包, "LazyPack") for in-context communication.
+ *Albert helped introduce nchild since he had to leave the meeting early for another one.
*david hands out cards in a rare, formal moment.
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| 2015-02-16 20:02 | r3216 | |
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| 2015-02-14 05:24 | r3215 | |
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| 2015-02-07 08:16 – 08:20 | r3211 – r3214 | |
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Within [Minister Jaclyn Tsai's]office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the xisting public<->government relationship, especially literacy and nfrastructure projects around "Open Data".
- We're etting a new KPI, and a new culture that doesn't demand perfectness ut of govnerment-released data; the usefulness of "release early and ften" is what I'm trying to get across.
+ We're etting a new KPI, and a new culture that doesn't demand perfectness ut of govnrmnent-released data; the usefulness of "release early and ften" is what I'm trying to get across.
*Albert arrives
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| 2015-02-06 14:26 – 15:56 | r3190 – r3210 | |
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*rough sketches, please feel free to edit and amend as needed... which David Bray did promptly! :rainbow:
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. We can empower the public to participate more in the work of government/public service. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. We can empower the public to participate more in the work of government/public service. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting, was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
- david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
+ david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
*clkao arrives
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avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Good leaders demonstrate openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
- There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
+ There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/salienttes eople. So one has to learn to tune the dial. appropriately.
tonyq> aybe 20% people in my experience inside the administration want to hange things; they brought in collaboration from the community to try o win over the 80%. When we campaigned for Mayor Ko last year, we tarted with some showcases to convince people that this (collaborative) ay is working.
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*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodities, tc.
+ tony>q e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodities, tc.
Also trying to get 1the 999 (311) process more open
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clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in arallel with it. If it works then we are thinking about extending that odel to all regulation-making.
+ vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are eliberated on it,a month before the official hearing process, then in arallel with it. If it works then we are thinking about extending that odel to all regulation-making.
Because he project is open source and developed by community, there are other arties (constitution reform, political parties) interested in using this platform. as well
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david> lso:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (There's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! Mistake-making hen becomes the new norm.
- Mayor Ko is making a lot of change just a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
+ Mayor Ko is making a lot of change injust a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
david> There's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit heir blind spots. Bringing data to decision makers who point to blind spot.
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albert> I have another meeting , gotto go.
- tony> I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot morepeople.
+ tony>q I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot morepeople.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
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Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badget to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
- david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
+ david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potentialgaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decision-makers.
- au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
+ au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves,asnd alsoras epresentatives.
As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) doubly so.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
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| 2015-02-06 14:24 – 14:25 | r3178 – r3189 | |
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*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing on-premiseon-premise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing on-premise IT ontractors out of wwhat they traditionally have done. We all need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
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| 2015-02-06 14:24 | r3177 | |
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*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing onc-premiseon-premise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing on-premiseon-premise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
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| 2015-02-06 14:24 – 14:24 | r3171 – r3176 | |
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*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-premise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing onc-premiseon-premise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
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| 2015-02-06 14:24 – 14:24 | r3164 – r3170 | |
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*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise? IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-premise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
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| 2015-02-06 14:24 | r3163 | |
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*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise? IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise? IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
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| 2015-02-06 14:01 – 14:05 | r3160 – r3162 | |
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*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise? IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up with the speed of technology change?
- joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
+ joseph> lthough there exists a certain new organization, we have a long istory before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Good leaders demonstrate openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
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| 2015-02-06 11:41 – 11:42 | r3152 – r3159 | |
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david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through the nature of their concern. For those without internet access, we till provide telephone numbers where people wcan relay their concerns into the internet-based solution and uman operators will route people through properly.
- tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
+ tonyq> We have a PKI card system. (MOICA Personal Certificate)..
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level before this.
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Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probablynot posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but iensuring complete confidence canbe hard — 100% icertainty probablynot posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badget to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decision-makers.
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| 2015-02-06 10:17 – 10:17 | r3150 – r3151 | |
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緣由
- 這是由 Albert Tzeng 發起的聚會，與 @fcc_cio in a personal capacity as an Eisenhower Fellow 聊天以促進社群相互瞭解，此秉持公開透明原則，製作全程文字紀錄並將 hackpad 放在 g0v 的 workspace 底下，供社群參與者參考。
+ 這是由 Albert Tzeng 發起的聚會，與 @fcc_cio in a personal capacity as an Eisenhower Fellow 聊天以促進社群相互瞭解，秉持公開透明原則，製作全程文字紀錄並將 hackpad 放在 g0v 的 workspace 底下，供社群參與者參考。
紀錄
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| 2015-02-06 10:07 | r3149 | |
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au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
+ Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decision-makers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) doubly so.
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| 2015-02-06 10:06 – 10:06 | r3135 – r3148 | |
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david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :sunny:
-
+ au> Glad to work alongside you on this hackpad as well! :+1:
*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
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| 2015-02-06 10:06 – 10:06 | r3129 – r3134 | |
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- david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :
+ david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :sunny:
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| 2015-02-06 10:06 – 10:06 | r3127 – r3128 | |
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david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :
+
+
*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
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| 2015-02-06 10:06 – 10:06 | r3120 – r3126 | |
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- david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :100:
+ david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :
*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
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| 2015-02-06 10:06 – 10:06 | r3118 – r3119 | |
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- david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :100:
+ *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
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| 2015-02-06 10:06 – 10:06 | r3096 – r3117 | |
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- david> Thank you all for a great *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david> Thank you all for a great meeting, I really enjoyed meeting each of you and your efforts are impressive. :*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
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| 2015-02-06 10:06 | r3095 | |
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Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
- As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) isdoubly so.
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) doubly so.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
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| 2015-02-06 10:06 | r3094 | |
顯示 diff（151 行未修改）
- david> Thank you all for a r*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david> Thank you all for a great *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
||
| 2015-02-06 10:06 | r3093 | |
顯示 diff（147 行未修改）
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
- As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) is doubly so.
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) isdoubly so.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
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| 2015-02-06 10:06 – 10:06 | r3088 – r3092 | |
顯示 diff（151 行未修改）
- david> Than*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david> Thank you all for a r*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
||
| 2015-02-06 10:06 | r3087 | |
顯示 diff（147 行未修改）
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
- As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) is doubly
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) is doubly so.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
||
| 2015-02-06 10:06 | r3086 | |
顯示 diff（151 行未修改）
- david> *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david> Than*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
||
| 2015-02-06 10:06 | r3085 | |
顯示 diff（147 行未修改）
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
- As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) is doub
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) is doubly
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
||
| 2015-02-06 10:06 | r3084 | |
顯示 diff（151 行未修改）
- david*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david> *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
||
| 2015-02-06 10:06 | r3083 | |
顯示 diff（147 行未修改）
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
- As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) i
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) is doub
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
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| 2015-02-06 10:06 – 10:06 | r3081 – r3082 | |
顯示 diff（151 行未修改）
- *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
+ david*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
||
| 2015-02-06 10:06 | r3080 | |
顯示 diff（147 行未修改）
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
- As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit)
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit) i
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
||
| 2015-02-06 10:06 | r3079 | |
顯示 diff（149 行未修改）
As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit)
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
+
*meeting concludes after taking ggroup photo joseph clkao au tonyq remains
（2 行未修改）
|
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| 2015-02-06 10:05 – 10:06 | r3052 – r3078 | |
顯示 diff（147 行未修改）
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
-
+ As we know, Facebook commenters can be cruel, and PTT (the .tw equivalent of Reddit)
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（3 行未修改）
|
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| 2015-02-06 10:05 – 10:05 | r3049 – r3051 | |
顯示 diff（145 行未修改）
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decisionmakers.
+ Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policymakers/decisionmakers.
au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
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| 2015-02-06 10:05 – 10:05 | r3047 – r3048 | |
顯示 diff（146 行未修改）
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decisionmakers.
- au> The main objective iof building ths getting a safe space for agency people to speak both as themselves, as well as representatives.
+ au> The main objective iof building this platform s getting a safe space for agency people to speak both as themselves, as well as representatives.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
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| 2015-02-06 10:05 | r3046 | |
顯示 diff（145 行未修改）
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decisionmakers.
+ Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decisionmakers.
au> The main objective iof building ths getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
||
| 2015-02-06 10:05 | r3045 | |
顯示 diff（146 行未修改）
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decisionmakers.
- au> The main objective iof builds getting a safe space for agency people to speak both as themselves, as well as representatives.
+ au> The main objective iof building ths getting a safe space for agency people to speak both as themselves, as well as representatives.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
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| 2015-02-06 10:05 | r3044 | |
顯示 diff（145 行未修改）
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decision
+ Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decisionmakers.
au> The main objective iof builds getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
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| 2015-02-06 10:05 | r3043 | |
顯示 diff（146 行未修改）
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decision
- au> The main objective iof ts getting a safe space for agency people to speak both as themselves, as well as representatives.
+ au> The main objective iof builds getting a safe space for agency people to speak both as themselves, as well as representatives.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
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| 2015-02-06 10:05 | r3042 | |
顯示 diff（145 行未修改）
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/dec
+ Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/decision
au> The main objective iof ts getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
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| 2015-02-06 10:05 – 10:05 | r3040 – r3041 | |
顯示 diff（146 行未修改）
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/dec
- au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
+ au> The main objective iof ts getting a safe space for agency people to speak both as themselves, as well as representatives.
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
（4 行未修改）
|
||
| 2015-02-06 10:05 – 10:05 | r3029 – r3039 | |
顯示 diff（145 行未修改）
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the law in the future.
+ Am hopeful we might develop better ways to visualize the law in the future, to help both the public and policy/dec
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
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| 2015-02-06 10:05 – 10:05 | r3023 – r3028 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probablynot posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate account) as individuals.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate individual account.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the law in the future.
（7 行未修改）
|
||
| 2015-02-06 10:05 – 10:05 | r3020 – r3022 | |
顯示 diff（145 行未修改）
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate account) as individuals.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
- Am hopeful we might develop better ways to visualize the la
+ Am hopeful we might develop better ways to visualize the law in the future.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
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| 2015-02-06 10:05 | r3019 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probablynot posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with a separate account) as individuals.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and sometimes with a separate account) as individuals.
david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
Am hopeful we might develop better ways to visualize the la
（7 行未修改）
|
||
| 2015-02-06 10:05 – 10:05 | r2999 – r3018 | |
顯示 diff（144 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with a separate account) as individuals.
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
-
+ david> WIn a past role,tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
+ Am hopeful we might develop better ways to visualize the la
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（5 行未修改）
|
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| 2015-02-06 10:05 – 10:05 | r2988 – r2998 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probablynot posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with ano.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with a separate account) as individuals.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:05 | r2987 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probably not posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probablynot posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with ano.
（9 行未修改）
|
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| 2015-02-06 10:05 | r2986 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probably not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with .
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with ano.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:05 | r2985 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probabs not posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probably not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with .
（9 行未修改）
|
||
| 2015-02-06 10:05 | r2984 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probabs not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes .
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes with .
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:05 | r2983 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly s not posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly probabs not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes .
（9 行未修改）
|
||
| 2015-02-06 10:05 | r2982 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly s not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometim.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometimes .
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:05 | r2981 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertais not posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertainly s not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometim.
（9 行未修改）
|
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| 2015-02-06 10:05 | r2980 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertais not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (s.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (sometim.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:05 | r2979 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% ics not posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% icertais not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (s.
（9 行未修改）
|
||
| 2015-02-06 10:05 | r2978 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% ics not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and .
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and (s.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:05 | r2977 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% is not posisble.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% ics not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and .
（9 行未修改）
|
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| 2015-02-06 10:05 – 10:05 | r2974 – r2976 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% is not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representative.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representatives, and .
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:05 | r2973 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% is not posisble.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representative.
（9 行未修改）
|
||
| 2015-02-06 10:04 – 10:05 | r2964 – r2972 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participa.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participate — both as representative.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 | r2963 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidencebe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidence canbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participa.
（9 行未修改）
|
||
| 2015-02-06 10:04 | r2962 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidencebe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to partii.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to participa.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 | r2961 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confibe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confidencebe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to partii.
（9 行未修改）
|
||
| 2015-02-06 10:04 | r2960 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confibe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to par.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to partii.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 | r2959 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confbe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confibe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to par.
（9 行未修改）
|
||
| 2015-02-06 10:04 | r2958 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service peopl.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service people to par.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 | r2957 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete fbe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete confbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service peopl.
（9 行未修改）
|
||
| 2015-02-06 10:04 | r2956 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete fbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service .
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service peopl.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 | r2955 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete fobe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete fbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service .
（9 行未修改）
|
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| 2015-02-06 10:04 | r2954 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete fobe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public serv.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public service .
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 | r2953 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complebe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complete fobe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public serv.
（9 行未修改）
|
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| 2015-02-06 10:04 | r2952 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complebe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public ser.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public serv.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2950 – r2951 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuribe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuring complebe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public ser.
（9 行未修改）
|
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| 2015-02-06 10:04 | r2949 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuribe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public s.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public ser.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2948 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's genbe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gensuribe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public s.
（9 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2946 – r2947 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's genbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for p.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for public s.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2945 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gebe hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's genbe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for p.
（9 行未修改）
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| 2015-02-06 10:04 | r2944 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gebe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive .
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive for p.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
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| 2015-02-06 10:04 | r2943 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gebe hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive .
（9 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2933 – r2942 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity . For example, etting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) worked well as a social incentive .
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2930 – r2932 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, westure-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
（9 行未修改）
|
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| 2015-02-06 10:04 | r2929 | |
顯示 diff（143 行未修改）
david> The way one sitss, westure-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basecommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basedcommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2928 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
+ david> The way one sitss, westure-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basecommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
（9 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2926 – r2927 | |
顯示 diff（143 行未修改）
david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")-basecommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
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| 2015-02-06 10:04 – 10:04 | r2922 – r2925 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
- david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
+ david> The way one sitss, esture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
（9 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2918 – r2921 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been experithe stopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> TOn rule-making: We've been experimenting withtastopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2916 – r2917 | |
顯示 diff（138 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
- david> TA challenge is CP/IP iwas not originally designed with security in mind, isecurity was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
+ david> TA challenge is CP/IP iwas not originally designed with security in mind, instead security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
（12 行未修改）
|
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| 2015-02-06 10:04 | r2915 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> TOn rule-making: We've been the stopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> TOn rule-making: We've been experithe stopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2914 | |
顯示 diff（138 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
- david> TA challenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
+ david> TA challenge is CP/IP iwas not originally designed with security in mind, isecurity was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
（12 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2906 – r2913 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> TOn rule-making: We've been the stopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
||
| 2015-02-06 10:04 – 10:04 | r2899 – r2905 | |
顯示 diff（139 行未修改）
david> TA challenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is reduce the risks through consistent approaches.
+ Best you can do is reduce the risks of such vulnerabilities through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
（11 行未修改）
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| 2015-02-06 10:04 – 10:04 | r2897 – r2898 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and theddiscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2894 – r2896 | |
顯示 diff（138 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
- david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
+ david> TA challenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
Best you can do is reduce the risks through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.?
（12 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2891 – r2893 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse (community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse ("Civilized Discourse Construction Kit")community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2890 | |
顯示 diff（135 行未修改）
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level before this
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level before this.
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
（15 行未修改）
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| 2015-02-06 10:04 | r2889 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse (community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2888 | |
顯示 diff（135 行未修改）
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level bef
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level before this
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
（15 行未修改）
|
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| 2015-02-06 10:04 | r2887 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse ("Civilized Discourse Construction Kitcommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2886 | |
顯示 diff（135 行未修改）
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level bef
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
（15 行未修改）
|
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| 2015-02-06 10:04 | r2885 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse ("community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse ("Civilized Discourse Construction Kitcommunity ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 | r2884 | |
顯示 diff（135 行未修改）
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national le
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national level
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
（15 行未修改）
|
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| 2015-02-06 10:04 | r2883 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse ("community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 10:04 – 10:04 | r2881 – r2882 | |
顯示 diff（135 行未修改）
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and th
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and the national le
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
（15 行未修改）
|
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| 2015-02-06 10:04 | r2880 | |
顯示 diff（143 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and thediscourse community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
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| 2015-02-06 10:03 – 10:04 | r2835 – r2879 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through the nature of their concern. For those without internet access, we ut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through the nature of their concern. For those without internet access, we till provide telephone numbers where people wcan relay their concerns into the internet-based solution and uman operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Much discussion will need to be had at local, state, and th
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
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| 2015-02-06 10:03 | r2834 | |
顯示 diff（140 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
Best you can do is reduce the risks through consistent approaches.
- tonyq> Maybe we can have two- or three-factor authentications.
+ tonyq> Maybe we can have two- or three-factor authentications.?
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
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| 2015-02-06 10:03 | r2833 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through the nature of their concern. For those without internet access, we stut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through the nature of their concern. For those without internet access, we ut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
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| 2015-02-06 10:03 | r2832 | |
顯示 diff（141 行未修改）
Best you can do is reduce the risks through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.
-
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
（10 行未修改）
|
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| 2015-02-06 10:03 – 10:03 | r2811 – r2831 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through ut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through the nature of their concern. For those without internet access, we stut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（20 行未修改）
|
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| 2015-02-06 10:03 | r2810 | |
顯示 diff（136 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve bthinking about this issue ,but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve beenthinking about this issue ,but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
（15 行未修改）
|
||
| 2015-02-06 10:03 | r2809 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals ut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals through ut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（20 行未修改）
|
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| 2015-02-06 10:03 | r2808 | |
顯示 diff（136 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mvthinking about this issue ,but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mve bthinking about this issue ,but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
（15 行未修改）
|
||
| 2015-02-06 10:03 | r2807 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individuals ut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（20 行未修改）
|
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| 2015-02-06 10:03 | r2806 | |
顯示 diff（136 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mthinking about this issue ,but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mvthinking about this issue ,but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
（15 行未修改）
|
||
| 2015-02-06 10:03 | r2805 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking iut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking individut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（20 行未修改）
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| 2015-02-06 10:03 | r2804 | |
顯示 diff（136 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue ,but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'mthinking about this issue ,but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
（15 行未修改）
|
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| 2015-02-06 10:03 – 10:03 | r2796 – r2803 | |
顯示 diff（131 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe cut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe could streamline this by walking iut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（20 行未修改）
|
||
| 2015-02-06 10:03 | r2795 | |
顯示 diff（136 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue ,but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
（15 行未修改）
|
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| 2015-02-06 10:02 – 10:03 | r2780 – r2794 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that for me and it inspire
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that for me and it inspires me to do the same now.
albert> I have another meeting , gotto go.
（2 行未修改）
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of ourse), but still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
+ david> IAtFCC , before the launch of the new Consumer Help Desk ,we had 18 different paper-basedforms. We went with online (508-compliant of ourse), bwe cut still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（20 行未修改）
|
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| 2015-02-06 10:02 | r2779 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot morepeople.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
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| 2015-02-06 10:02 – 10:02 | r2777 – r2778 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that for me and it i
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that for me and it inspire
albert> I have another meeting , gotto go.
（27 行未修改）
|
||
| 2015-02-06 10:02 | r2776 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
|
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| 2015-02-06 10:02 – 10:02 | r2772 – r2775 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that for me and it i
albert> I have another meeting , gotto go.
（27 行未修改）
|
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| 2015-02-06 10:02 | r2771 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the toDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the topic ofDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
|
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| 2015-02-06 10:02 | r2770 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did that
albert> I have another meeting , gotto go.
（27 行未修改）
|
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| 2015-02-06 10:02 | r2769 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the pDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the toDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
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| 2015-02-06 10:02 | r2768 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my care
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my career did
albert> I have another meeting , gotto go.
（27 行未修改）
|
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| 2015-02-06 10:02 | r2767 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the pointDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the pDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
|
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| 2015-02-06 10:02 | r2766 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my care
albert> I have another meeting , gotto go.
（27 行未修改）
|
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| 2015-02-06 10:02 | r2765 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the point Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the pointDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
|
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| 2015-02-06 10:02 | r2764 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in my
albert> I have another meeting , gotto go.
（27 行未修改）
|
||
| 2015-02-06 10:02 | r2763 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up the poinDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the point Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
|
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| 2015-02-06 10:02 | r2762 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier m
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier in
albert> I have another meeting , gotto go.
（27 行未修改）
|
||
| 2015-02-06 10:02 | r2761 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to bring up thDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up the poinDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
（24 行未修改）
|
||
| 2015-02-06 10:02 | r2760 | |
顯示 diff（124 行未修改）
david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlie
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlier m
albert> I have another meeting , gotto go.
（27 行未修改）
|
||
| 2015-02-06 10:02 | r2759 | |
顯示 diff（127 行未修改）
albert> I have another meeting , gotto go.
- tony> I'd like to briDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to bring up thDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
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| 2015-02-06 10:02 | r2758 | |
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david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others e
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others earlie
albert> I have another meeting , gotto go.
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| 2015-02-06 10:02 | r2757 | |
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albert> I have another meeting , gotto go.
- tony> I'd like tDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like to briDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
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| 2015-02-06 10:02 | r2756 | |
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david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Other
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Others e
albert> I have another meeting , gotto go.
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| 2015-02-06 10:02 – 10:02 | r2754 – r2755 | |
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albert> I have another meeting , gotto go.
- tony> IDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> I'd like tDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
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| 2015-02-06 10:02 | r2753 | |
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david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. O
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. Other
albert> I have another meeting , gotto go.
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| 2015-02-06 10:02 | r2752 | |
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albert> I have another meeting , gotto go.
- tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> IDigital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
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| 2015-02-06 10:02 | r2751 | |
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david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
- I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference.
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference. O
albert> I have another meeting , gotto go.
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| 2015-02-06 10:02 | r2750 | |
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albert> I have another meeting , gotto go.
- tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
+ tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
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| 2015-02-06 10:01 – 10:02 | r2692 – r2749 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
-
- david> We do need to think about pencouraging more people to join Public Serveople who do things differently, to not feel frustrated to the system.
+ david> We do need to think about pencouraging more people to join Public Service who o things differently, to not feel frustrated to the system.
+ I see my biggest responsibility as a Senior Executive to provide the "top cover" so that others who think differently are encouraged to join, experiment, and help make a positive difference.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 | r2691 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working fwiIBM 's legal department for many yearsand is quite an expert in this regard.
+ au> Jaclyn has been working fwithIBM 's legal department for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 10:01 | r2690 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
- david> We do need to think about pencouraging more people to join Public eople who do things differently, to not feel frustrated to the system.
+ david> We do need to think about pencouraging more people to join Public Serveople who do things differently, to not feel frustrated to the system.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 | r2689 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working for IBM 's legal department for many yearsand is quite an expert in this regard.
+ au> Jaclyn has been working fwiIBM 's legal department for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 10:01 – 10:01 | r2683 – r2688 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
- david> We do need to think about pencouraging meople who do things differently, to not feel frustrated to the system.
+ david> We do need to think about pencouraging more people to join Public eople who do things differently, to not feel frustrated to the system.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 | r2682 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working for IBM 's legal departme for many yearsand is quite an expert in this regard.
+ au> Jaclyn has been working for IBM 's legal department for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 10:01 | r2681 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
- david> We do need to think about pencouragieople who do things differently, to not feel frustrated to the system.
+ david> We do need to think about pencouraging meople who do things differently, to not feel frustrated to the system.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 | r2680 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working for IBM 's legal depar for many yearsand is quite an expert in this regard.
+ au> Jaclyn has been working for IBM 's legal departme for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 10:01 | r2679 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
- david> We do need to think about pencoureople who do things differently, to not feel frustrated to the system.
+ david> We do need to think about pencouragieople who do things differently, to not feel frustrated to the system.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 | r2678 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working for IBM 's legal d for many yearsand is quite an expert in this regard.
+ au> Jaclyn has been working for IBM 's legal depar for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 10:01 | r2677 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
- david> We do need to think about peeople who do things differently, to not feel frustrated to the system.
+ david> We do need to think about pencoureople who do things differently, to not feel frustrated to the system.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 | r2676 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working for IBM 's legal for many yearsand is quite an expert in this regard.
+ au> Jaclyn has been working for IBM 's legal d for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 10:01 | r2675 | |
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albert> It's also interesting that the three people here are all drop-outs of various degrees...
- david> We do need to think about people who do things differently, to not feel frustrated to the system.
+ david> We do need to think about peeople who do things differently, to not feel frustrated to the system.
albert> I have another meeting , gotto go.
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| 2015-02-06 10:01 – 10:01 | r2666 – r2674 | |
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david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
- au> Jaclyn has been working for IBM and is quite an expert in this regard.
+ au> Jaclyn has been working for IBM 's legal for many yearsand is quite an expert in this regard.
albert> It's also interesting that the three people here are all drop-outs of various degrees...
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| 2015-02-06 09:56 – 10:01 | r2412 – r2665 | |
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*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandce, rather you're being a facilitator of all views
+ david> Great presentation, impressed that what you've developed is aconfusion-reducing framework. Also that you were equally hlping the anti-protest protestoe s to howsthat you're not taking sa specific tandce, rather you're being a facilitator of all views Having that balanced approach is commendatory. Would like to connect you with the Next Generation of Government Service in the U.S. http://www.nextgengovt.com/
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat elliteconnection?
-
- david> http://www.nextgengovt.com/
- tonyq> I'm starting to rethink "what's government" now, we try to mediate between the big-gov and the minimal-gov lines.
+ donyq> I'm starting to rethink "what's government" now, we try to mediate between the big-gov and the minimal-gov lines.
- david> uintentionally reference public service" because the internet has been blurring the lines etween gov and non-gov; 1and maybe 5-20 years into the future maybe ation-states won't be the bonlyform of organizing.
+ david> When I meet with folks, uintentionally reference public service" because the internet has been blurring the lines etween gov and non-gov; 1and maybe 5-20 years into the future maybe ation-states won't be the bonlyform of organizing.
tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
- david> en Franklin's qbeen said to have observed, after the signing of the Constutition that he could an rest well knowing the great American xperiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
- nlbert> nchild is known for creating one-glance infographics, "explanation for he lazy" (懶人包, "LazyPack") for in-context communication.
+ david> Back in U.S. history, en Franklin's qbeen said to have observed, after the signing of the U.S. Constutition -- that he could an rest well knowing the great American xperiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of "experiments" to gain expertise. We need to make sure there's a safe place for public service to experiment with better approaches to engage and work together.
+ nlbert> nchild is known for creating one-glance infographics, he does an"explanation for he lazy" (懶人包, "LazyPack") for in-context communication.
*david hands out cards in a rare, formal moment.
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So y main interest in civic society is how people can organize them into nterest Groups, who can dedicate more quality time into specific opics. After Sunflower a keyphrase is "公民好忙" (citizen is too busy.)
-
- david> ur aindividual ttention span is finite, byet any member of the publicshould always have the pportunity to participat.e We have chosen for our society that, for the most part, you don't have participate in order for qualifying a itizen. Jury and Voting are really the two masks of the public -- and for the most part at least in the U.S. not everyone even wants to do these
- BPer a professor at Harvard, there was one experiment some years back n Idaho, twhere hey actually mailed out letters saying, whether you would ike to spend two weeks preparing fa brief for the state legislature. More than 80,000 people volunteered. A subset were randomly chosen to participate in preparing the brief for the legislature. They didn'thave to reach consensus, and it turns out the the state legislature said it was one of the best briefings they received. Similar to the development of the new celandic-constitution
+ david> ur aindividual human ttention span is finite, byet any member of the publicshould always have the pportunity to participat.e WFor most modern representative systems of government -- we have opted as or the most part, that you are not required to articipate in order fto be a citizen JPeriodic Jry and Voting are really the two masks of the public
- So experimenting witha randomized, jury-like, ballot of Interest Group, is an interest idea. That said, you also need to be aware of terare risks of pseudonyms in cyber-participation, where people ould set up [fake accounts sock puppets], etc...
+
+ david> Per a professor at Harvard, there was one experiment some years back n Idaho, twhere hey actually mailed out letters saying, whether you would ike to spend two weeks preparing fa brief for the state legislature. More than 80,000 people volunteered. A subset were randomly chosen to participate in preparing the brief for the legislature. They didn'thave to reach consensus, and it turns out the the state legislature said it was one of the best briefings they received. Similar to the development of the new celandic-constitution
+ o experimenting witha randomized, jury-like, ballot of Interest Group, is an interest ingidea. for the future? That said, you also need to be aware of terare risks of pseudonyms in cyber-participation, where people ould set up [fake accounts sock puppets], etc...
tonyq> This year I believe people are getting the key point, which is a uicker turnaround from governments. It's getting more rapid in mergency responses. For example one of the ministry of justice's site ere compromised, but this time they took only an hour to respond on ocial media before it escalated into a media crisis.
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david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
-
+ Each mentoring and sharing insights with the other.
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining he government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing utside experts into the agency, and triage the problems they're facing. e are also looking to reformulate the issues themselves, encouraging hem to bring their issues to our hackathons — my idea is that each gency should tmake publictheir #1 pain-point w.r.t.information system severy onth, "open challenge" style, thoinvitespublic participation from ivic hackers.
-
- david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
+ david> SYou could do this by sonsoring awards, recognizing agencies doing better cooperating with collaborative ways.
+ What gets highlighted can encourage others to do more.
albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's ery difficult. In Taiwan, our legal system is from .de and .jp, where verything is strict and clearly stated, as opposed to the case law ystems.
- david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an infinite contract" that makes procurement difficult. Can you find awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
+ david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS win the U.S. with auto-renew clauses can beinterpreted as an infinite contract" that makes procurement difficult. CNeed to ind awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
au> Jaclyn has been working for IBM and is quite an expert in this regard.
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| 2015-02-06 09:56 – 09:56 | r2403 – r2411 | |
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david> lso:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (There's a challenge of everything being reduced to ound-bites.)
- tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
-
+ tonyq> One simple solution is that we elect someone who's always making mistakes! Mistake-making hen becomes the new norm.
Mayor Ko is making a lot of change just a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
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| 2015-02-06 09:55 – 09:56 | r2325 – r2402 | |
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*nchild arrives
-
- tdavid Siri-like prsonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
+ tdavid Am excited about the future of public service. Perhaps one day: Siri-like prsonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
+ A combination of humans and machines paired together, each providing strengths.
clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
*
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echnically ,it's ajust GitBook -> Discourse, integration system which should be quite portable for reuse.
- david> I'd be happy to connect you with potential developers & users.
+ david> IYour efforts are impressive. 'd be happy to connect you with potential developers & users.
- david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery olarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (SThere's a challenge of everything being reduced to ound-bites.)
+ david> Of note, sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. If everything is transparent, you might lose the ability to make compromises and it can becomevery olarized. A
+ david> lso:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (There's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
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| 2015-02-06 09:55 – 09:55 | r2323 – r2324 | |
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clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
- david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
+ david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of ourse), but still provide telephone numbers where people will key in o the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
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| 2015-02-06 09:55 | r2322 | |
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Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with in thexisting system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with in theexisting system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:55 | r2321 | |
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tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
- clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o minorities...
+ clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o orminorities...
david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
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| 2015-02-06 09:55 | r2320 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with iexisting system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with in thexisting system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:55 | r2319 | |
顯示 diff（131 行未修改）
tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
- clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking of minorities...
+ clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking o minorities...
david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
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| 2015-02-06 09:55 | r2318 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with iexisting system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:55 | r2317 | |
顯示 diff（131 行未修改）
tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
- clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like caret-aking of minorities...
+ clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like aret-aking of minorities...
david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
（22 行未修改）
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| 2015-02-06 09:55 | r2316 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people wwith existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:55 | r2315 | |
顯示 diff（131 行未修改）
tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
- clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like caretaking of minorities...
+ clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like caret-aking of minorities...
david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
（22 行未修改）
|
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| 2015-02-06 09:55 – 09:55 | r2313 – r2314 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people wwith existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:54 – 09:54 | r2308 – r2312 | |
顯示 diff（129 行未修改）
albert> I have another meeting , gotto go.
- tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the online space of discourse. When I was in Tainan, I talked with the city government, saying maybe you have 1000 service centers in your city, but with an online presence you can serve a lot people.
+ tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the nline space of discourse. When I was in Tainan, I talked with the city overnment, saying maybe you have 1000 service centers in your city, but ith an online presence you can serve a lot people.
- clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
+ clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next ecade or so we'll put internet-enabled devices on the entire opulation. To me, more than outreach of connectivity, it's more like caretaking of minorities...
david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
（22 行未修改）
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| 2015-02-06 09:54 | r2307 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan ins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan insover people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:54 – 09:54 | r2305 – r2306 | |
顯示 diff（119 行未修改）
albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's ery difficult. In Taiwan, our legal system is from .de and .jp, where verything is strict and clearly stated, as opposed to the case law ystems.
- david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an infinite contract" that makes procurement difficult. Can you find awyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
+ david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an infinite contract" that makes procurement difficult. Can you find awyers who are willing to identify the key (re-)interpretation one ould need to introduce this into the administration.
au> Jaclyn has been working for IBM and is quite an expert in this regard.
（5 行未修改）
albert> I have another meeting , gotto go.
- tony> Digital Divide — lots of people in Taiwan, who technically have internet (mobile) connectivity, are not yet full "endpoints" in the online space of discourse. When I was in Tainan, I talked with the city government, saying maybe you have 1000 service centers in your city, but with an online presence you can serve a lot people.
+ tony> Digital Divide — lots of people in Taiwan, who technically have nternet (mobile) connectivity, are not yet full "endpoints" in the online space of discourse. When I was in Tainan, I talked with the city government, saying maybe you have 1000 service centers in your city, but with an online presence you can serve a lot people.
clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
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| 2015-02-06 09:54 | r2304 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwcan ins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（116 行未修改）
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| 2015-02-06 09:54 – 09:54 | r2302 – r2303 | |
顯示 diff（119 行未修改）
albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's ery difficult. In Taiwan, our legal system is from .de and .jp, where verything is strict and clearly stated, as opposed to the case law ystems.
- david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
+ david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an infinite contract" that makes procurement difficult. Can you find awyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
au> Jaclyn has been working for IBM and is quite an expert in this regard.
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| 2015-02-06 09:54 | r2301 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（116 行未修改）
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| 2015-02-06 09:54 | r2300 | |
顯示 diff（117 行未修改）
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
- albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's ery difficult. In Taiwan, our legal system is from .de and .jp, where verything is strict and clearly stated, as opposed to the case law systems.
+ albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's ery difficult. In Taiwan, our legal system is from .de and .jp, where verything is strict and clearly stated, as opposed to the case law ystems.
david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
（36 行未修改）
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| 2015-02-06 09:54 – 09:54 | r2298 – r2299 | |
顯示 diff（158 行未修改）
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| 2015-02-06 09:54 – 09:54 | r2296 – r2297 | |
顯示 diff（117 行未修改）
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
- albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's very difficult. In Taiwan, our legal system is from .de and .jp, where everything is strict and clearly stated, as opposed to the case law systems.
+ albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's ery difficult. In Taiwan, our legal system is from .de and .jp, where verything is strict and clearly stated, as opposed to the case law systems.
david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
（36 行未修改）
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| 2015-02-06 09:54 – 09:54 | r2294 – r2295 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- we all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:54 – 09:54 | r2292 – r2293 | |
顯示 diff（113 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining he government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing utside experts into the agency, and triage the problems they're facing. e are also looking to reformulate the issues themselves, encouraging hem to bring their issues to our hackathons — my idea is that each gency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvitespublic participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing utside experts into the agency, and triage the problems they're facing. e are also looking to reformulate the issues themselves, encouraging hem to bring their issues to our hackathons — my idea is that each gency should tmake publictheir #1 pain-point w.r.t.information system severy onth, "open challenge" style, thoinvitespublic participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
- albert> The underlying logic of g0v contradicts, especially with the legal system, the existing structures of the government and agencies. It's very difficult. In Taiwan, our legal system is from .de and .jp, where everything is strict and clearly stated, as opposed to the case law systems.
+ albert> The underlying logic of g0v contradicts, especially with the legal ystem, the existing structures of the government and agencies. It's very difficult. In Taiwan, our legal system is from .de and .jp, where everything is strict and clearly stated, as opposed to the case law systems.
david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
（36 行未修改）
|
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| 2015-02-06 09:54 – 09:54 | r2290 – r2291 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include 1 effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（116 行未修改）
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| 2015-02-06 09:54 – 09:54 | r2286 – r2289 | |
顯示 diff（113 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining he government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvitespublic participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing utside experts into the agency, and triage the problems they're facing. e are also looking to reformulate the issues themselves, encouraging hem to bring their issues to our hackathons — my idea is that each gency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvitespublic participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（40 行未修改）
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| 2015-02-06 09:54 – 09:54 | r2283 – r2285 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral /unroup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /uncertain roup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:54 | r2282 | |
顯示 diff（111 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining he government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvitespublic participation from ivic hackers.
（42 行未修改）
|
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| 2015-02-06 09:54 – 09:54 | r2278 – r2281 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral /unroup bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:53 – 09:54 | r2232 – r2277 | |
顯示 diff（86 行未修改）
*david hands out cards in a rare, formal moment.
- albert> UDN Debate, probably the first site for deliberation on public, controversial topics. Also international journalism — I think the term is too narrow — we're still in the process of defining it. My field was in sociology of knowledge. The .edu.tw job market is quite terrible, reducing 170 universities to 100 — so I gradually shifted my field to media innovation. In this field, I don't have much to say re Open Source / Open Data, but I'm an accidental observer in this field.
+ albert> I'm currently working on DN Debate, probably the first site for deliberation on public, ontroversial topics. AIn UDN I also work withinternational journalism — I think the term s too narrow — we're still in the process of defining it. My fown ield was n sociology of knowledge. The .edu.tw job market is quite terrible, educing 170 universities to 100 — so I gradually shifted my field to edia innovation. In this field, I don't have much to say re Open Source Open Data, but I'm an accidental observer in this field.
- On the night of March 18, I was paying a visit to the parliament — where people were shouting "there's a parkway, hold that fort" — then I accidentally became a occupier, and have given a few talks on that topic. In 2013 I've been aware of g0v... and got introduced to tonyq and other friends in the NECTW.
+ On he night of March 18, I was paying a visit to the parliament — where eople were shouting "there's a parkway, hold that fort" — then I ccidentally became a occupier, and have given a few talks on that opic. In 2013 I've been aware of g0v... and got introduced to tonyq and ther friends in the NECTW.
david> It's good news because we do need experiments on how people organize. IThe oT /Internet of Everythingwill likely change this landscape even more.
- albert> In the past year we see the gov trying to do cyber-participation, there's another one last month called http://2014energy.tw/ — although they did have several channels where they could solicit participation, the actual turnout is non-optimal. I think people still feel a general powerlessness over their opinions could hold much sway. I think holding a referendum after the participation is still key — because it attracts so much national attention — my main hypothesis is that the cognitive scarcity is the key factor. Sometimes tech people forget people in general have a very limited attention span.
+ albert> In the past year we see the gov trying to do cyber-participation, there's another one last month called http://2014energy.tw/ although they did have several channels where they could solicit articipation, the actual turnout is non-optimal. I think people still eel a general powerlessness over their opinions could hold much sway. I hink holding a referendum after the participation is still key — ecause it attracts so much national attention — my main hypothesis is hat the cognitive scarcity is the key factor. Sometimes tech people orget people in general have a very limited attention span.
- So my main interest in civic society is how people can organize them into Interest Groups, who can dedicate more quality time into specific topics. After Sunflower a keyphrase is "公民好忙" (citizen is too busy.)
+ So y main interest in civic society is how people can organize them into nterest Groups, who can dedicate more quality time into specific opics. After Sunflower a keyphrase is "公民好忙" (citizen is too busy.)
- david> Our aindividual ttention span is finite, byet any member of the publicshould always have the opportunity to participat.e We have chosen for our society that, for the most part, you don't have participate in order for qualifying a citizen. Jury and Voting are really the two masks of the public -- and for the most part at least in the U.S. not everyone even wants to do these
+ david> ur aindividual ttention span is finite, byet any member of the publicshould always have the pportunity to participat.e We have chosen for our society that, for the most part, you don't have participate in order for qualifying a itizen. Jury and Voting are really the two masks of the public -- and for the most part at least in the U.S. not everyone even wants to do these
- BPer a professor at Harvard, there was one experiment some years back n Idaho, twhere hey actually mailed out letters saying, whether you would like to spend two weeks preparing fa brief for the state legislature. More than 80,000 people volunteered. A subset were randomly chosen to participate in preparing the brief for the legislature. They didn'thave to reach consensus, and it turns out the the state legislature said it was one of the best briefings they received. Similar to the development of the new celandic-constitution
+ BPer a professor at Harvard, there was one experiment some years back n Idaho, twhere hey actually mailed out letters saying, whether you would ike to spend two weeks preparing fa brief for the state legislature. More than 80,000 people volunteered. A subset were randomly chosen to participate in preparing the brief for the legislature. They didn'thave to reach consensus, and it turns out the the state legislature said it was one of the best briefings they received. Similar to the development of the new celandic-constitution
So experimenting witha randomized, jury-like, ballot of Interest Group, is an interest idea. That said, you also need to be aware of terare risks of pseudonyms in cyber-participation, where people ould set up [fake accounts sock puppets], etc...
- tonyq> This year I believe people are getting the key point, which is a quicker turnaround from governments. It's getting more rapid in emergency responses. For example one of the ministry of justice's site ere compromised, but this time they took only an hour to respond on social media before it escalated into a media crisis.
+ tonyq> This year I believe people are getting the key point, which is a uicker turnaround from governments. It's getting more rapid in mergency responses. For example one of the ministry of justice's site ere compromised, but this time they took only an hour to respond on ocial media before it escalated into a media crisis.
david> DARPA has made a open-source AI available. It's early days, but I think once could involve the AI in he job application process,tand he review process of application creening, etc, could be automated eventually.
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| 2015-02-06 09:53 – 09:53 | r2228 – r2231 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. GDemonstrate openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Good leaders demonstrate openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2227 | |
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david> en Franklin's qbeen said to have observed, after the signing of the Constutition that he could an rest well knowing the great American xperiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
- nlbert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
+ nlbert> nchild is known for creating one-glance infographics, "explanation for he lazy" (懶人包, "LazyPack") for in-context communication.
*david hands out cards in a rare, formal moment.
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| 2015-02-06 09:53 – 09:53 | r2223 – r2226 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Demonstra openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. GDemonstrate openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2222 | |
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tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
- david> en Franklin's qbeen said to have observed, after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
+ david> en Franklin's qbeen said to have observed, after the signing of the Constutition that he could an rest well knowing the great American xperiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
nlbert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
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| 2015-02-06 09:53 – 09:53 | r2218 – r2221 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Demo openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Demonstra openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2217 | |
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tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
- david> en Franklin's qbeen said to have observed , after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
+ david> en Franklin's qbeen said to have observed, after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
nlbert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
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| 2015-02-06 09:53 | r2216 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Dem openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Demo openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2215 | |
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tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
- david> en Franklin's qbeen said to have observed noted, after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
+ david> en Franklin's qbeen said to have observed , after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
nlbert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
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| 2015-02-06 09:53 – 09:53 | r2211 – r2214 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence . Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Dem openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2210 | |
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tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
- david> Ben Franklin's qbeen said to have observed noted, after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
+ david> en Franklin's qbeen said to have observed noted, after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
nlbert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
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| 2015-02-06 09:53 | r2209 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence . Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 – 09:53 | r2203 – r2208 | |
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david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandce, rather you're being a facilitator of all views
- david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat ilitteconnection?
+ david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat elliteconnection?
david> http://www.nextgengovt.com/
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tonyq> I'm starting to rethink "what's government" now, we try to mediate between the big-gov and the minimal-gov lines.
- david> I uintentionally reference public service" because the internet has been blurring the lines between gov and non-gov; 1and maybe 5-20 years into the future maybe ation-states won't be the bonlyform of organizing.
+ david> uintentionally reference public service" because the internet has been blurring the lines etween gov and non-gov; 1and maybe 5-20 years into the future maybe ation-states won't be the bonlyform of organizing.
tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
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| 2015-02-06 09:53 | r2202 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseparate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 – 09:53 | r2199 – r2201 | |
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david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandce, rather you're being a facilitator of all views
- david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
+ david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat ilitteconnection?
david> http://www.nextgengovt.com/
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| 2015-02-06 09:53 – 09:53 | r2193 – r2198 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any separate effort will notlast asnd doing change also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any separate effort will notlast asnd doing change in an enclavealienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2192 | |
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*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandce, rather you're being a facilitator of all views M
+ david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandce, rather you're being a facilitator of all views
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
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| 2015-02-06 09:53 – 09:53 | r2188 – r2191 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any separate effort will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any separate effort will notlast asnd doing change also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2187 | |
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*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandc, rather you're being a facilitator of all views M
+ david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandce, rather you're being a facilitator of all views M
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
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| 2015-02-06 09:53 | r2186 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any seperate effort will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any separate effort will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（131 行未修改）
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| 2015-02-06 09:53 – 09:53 | r2184 – r2185 | |
顯示 diff（69 行未修改）
*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
+ david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe s to hows that you're not taking sa specific tandc, rather you're being a facilitator of all views M
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
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| 2015-02-06 09:53 – 09:53 | r2181 – r2183 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any seperate will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any seperate effort will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2180 | |
顯示 diff（69 行未修改）
*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe p to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
+ david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
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| 2015-02-06 09:53 – 09:53 | r2175 – r2179 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any seperate will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:53 | r2174 | |
顯示 diff（69 行未修改）
*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
+ david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe p to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
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| 2015-02-06 09:53 – 09:53 | r2170 – r2173 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as any will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 – 09:53 | r2167 – r2169 | |
顯示 diff（64 行未修改）
Mayor Ko is making a lot of change just a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
- david> There's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
+ david> There's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit heir blind spots. Bringing data to decision makers who point to blind spot.
https://hbr.org/2007/02/in-praise-of-the-incomplete-leader
au> 0sdc.tw presentation.:
*
http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
- david> IGreat presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestor to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
+ david> Great presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestoe to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
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| 2015-02-06 09:52 – 09:52 | r2163 – r2166 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing as these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing participants, as these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2162 | |
顯示 diff（64 行未修改）
Mayor Ko is making a lot of change just a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
- david> HThere's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
+ david> There's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
https://hbr.org/2007/02/in-praise-of-the-incomplete-leader
au> 0sdc.tw presentation.:
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| 2015-02-06 09:52 – 09:52 | r2159 – r2161 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the as these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the existing as these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 – 09:52 | r2157 – r2158 | |
顯示 diff（62 行未修改）
tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
- Mayor Ko is making a lot of change just a month. He makes mistakes very publicly, corrects himself many times a day in public, so we are starting to discuss everything in-context.
+ Mayor Ko is making a lot of change just a month. He makes mistakes very ublicly, corrects himself many times a day in public, so we are tarting to discuss everything in-context.
david> HThere's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
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| 2015-02-06 09:52 – 09:52 | r2154 – r2156 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dsas these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dseperate from the as these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2153 | |
顯示 diff（58 行未修改）
david> I'd be happy to connect you with potential developers & users.
- david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery olarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (Shere's a challenge of everything being reduced to ound-bites.)
+ david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery olarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (SThere's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
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| 2015-02-06 09:52 | r2152 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" ddias these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" dsas these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2151 | |
顯示 diff（58 行未修改）
david> I'd be happy to connect you with potential developers & users.
- david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery olarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (Sthere's a challenge of everything being reduced to ound-bites.)
+ david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery olarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (Shere's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
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| 2015-02-06 09:52 – 09:52 | r2147 – r2150 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to do change as separate enclaves" ddias these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 – 09:52 | r2129 – r2146 | |
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vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in arallel with it. If it works then we are thinking about extending that odel to all regulation-making.
-
- Because he project is open source and developed by community, there are other arties (constitution reform, political parties) interested in using this platform.
- Technically it's a GitBook -> Discourse, which should be quite portable for reuse.
+ Because he project is open source and developed by community, there are other arties (constitution reform, political parties) interested in using this platform. as well
+ echnically ,it's ajust GitBook -> Discourse, integration system which should be quite portable for reuse.
david> I'd be happy to connect you with potential developers & users.
- david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery polarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse expectation. (Sthere's a challenge of everything being reduced to ound-bites.)
+ david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery olarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse xpectation. (Sthere's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
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| 2015-02-06 09:52 – 09:52 | r2127 – r2128 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringithem along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 – 09:52 | r2123 – r2126 | |
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clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in arallel with it. If it works then we are thinking about extending that odel to all regulation-making.
- Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
+ Because he project is open source and developed by community, there are other arties (constitution reform, political parties) interested in using this platform.
Technically it's a GitBook -> Discourse, which should be quite portable for reuse.
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| 2015-02-06 09:52 – 09:52 | r2120 – r2122 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals aljoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals almost alwaysjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2119 | |
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clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 – 09:52 | r2117 – r2118 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individuals aljoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2116 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vThe Taiwan'.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vThe vTaiwan.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 – 09:52 | r2110 – r2115 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. BriefAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Brief openness and calmness. Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2109 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTTaiwan'.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vThe Taiwan'.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 | r2108 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. BrAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. BriefAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2107 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTaiwan'.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vTTaiwan'.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 | r2106 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. BrAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2105 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTaiwan'.tws lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vTaiwan'.tw lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 – 09:52 | r2103 – r2104 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence. Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2102 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTaiwan'.tws lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vTaiwan'.tws lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 | r2101 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presence Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2100 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTaiwan'.s lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vTaiwan'.tws lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 – 09:52 | r2098 – r2099 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxiouAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxious presAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:52 | r2097 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTaiwan's lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vTaiwan'.s lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
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| 2015-02-06 09:52 – 09:52 | r2094 – r2096 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be a non-anxiouAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:52 | r2093 | |
顯示 diff（51 行未修改）
clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
- vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+ vTaiwan's lan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
（103 行未修改）
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| 2015-02-06 09:52 – 09:52 | r2090 – r2092 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. ImAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. Important to be Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:52 | r2089 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each ot
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each other
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:52 | r2088 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yetAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yet. ImAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:52 | r2087 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to each ot
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:52 – 09:52 | r2085 – r2086 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed yetAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2084 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas. across to
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 | r2083 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is neAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is needed Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2082 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting a eople's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting eople's ideas.
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2080 – r2081 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the chAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the change is neAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2079 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting across eople's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting a eople's ideas.
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2075 – r2078 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fuAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fully believe the chAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2074 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting across people's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting across eople's ideas.
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2068 – r2073 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongst those who do not fuAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2067 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is o setting up a platform that's neutral and efficient in getting across people's ideas.
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2061 – r2066 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do chanAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do change even within and amongAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2060 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> his year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest PO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2058 – r2059 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have tAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have to do chanAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2057 | |
顯示 diff（49 行未修改）
clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
- clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
+ clkao> his year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
（105 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2055 – r2056 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Have tAlso need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2053 – r2054 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust thelast few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2051 – r2052 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will noto last asnd also t alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notlast asnd also t alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2050 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . ust last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . in ust last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
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| 2015-02-06 09:51 | r2049 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last asnd also t alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will noto last asnd also t alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2048 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . ust last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . ust last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
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| 2015-02-06 09:51 | r2047 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last asnd also it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last asnd also t alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2046 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc ust last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc . ust last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2044 – r2045 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last asnd al it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last asnd also it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2043 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc just last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc ust last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2041 – r2042 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last asnd al it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2039 – r2040 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a inor weekend working-group hackathon of 30~50 people every weekend too — t's organic, we have hackathons centered on laws , and design, etc just last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
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| 2015-02-06 09:51 | r2038 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will noto not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will notot last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2036 – r2037 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e haolda major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
|
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| 2015-02-06 09:51 – 09:51 | r2031 – r2035 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" das these will noto not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
|
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| 2015-02-06 09:51 – 09:51 | r2029 – r2030 | |
顯示 diff（47 行未修改）
*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> nlike traditional "civic" groups, we have a more vibrant community that encourages the "release early & often" way for existing NGOs. We have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community hat encourages the "release early & often" way for existing NGOs. e have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
（107 行未修改）
|
||
| 2015-02-06 09:51 | r2028 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Donot try to change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Do not try to change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:51 | r2027 | |
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*
https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
- clkao> Unlike traditional "civic" groups, we have a more vibrant community that encourages the "release early & often" way for existing NGOs. We have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
+ clkao> nlike traditional "civic" groups, we have a more vibrant community that encourages the "release early & often" way for existing NGOs. We have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
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| 2015-02-06 09:51 – 09:51 | r2019 – r2026 | |
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joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good or not" eople along. "Donot try to change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:51 | r2018 | |
顯示 diff（159 行未修改）
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| 2015-02-06 09:51 – 09:51 | r2015 – r2017 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change is good eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:51 | r2014 | |
顯示 diff（42 行未修改）
*nchild arrives
- tdavid Siri-like ersonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
+ tdavid Siri-like prsonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
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| 2015-02-06 09:51 | r2013 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this c eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this change eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
（132 行未修改）
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| 2015-02-06 09:51 | r2012 | |
顯示 diff（42 行未修改）
*nchild arrives
- tdavid Siri-ersonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
+ tdavid Siri-like ersonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
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| 2015-02-06 09:51 | r2011 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if th eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if this c eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:51 – 09:51 | r2009 – r2010 | |
顯示 diff（42 行未修改）
*nchild arrives
- tdavid ersonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
+ tdavid Siri-ersonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
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| 2015-02-06 09:51 – 09:51 | r2003 – r2008 | |
顯示 diff（22 行未修改）
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral "not sure yet if th eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
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| 2015-02-06 09:51 – 09:51 | r1999 – r2002 | |
顯示 diff（42 行未修改）
*nchild arrives
- tony> ersonal assistants for the public services could connect people who are doing overlapping/related things and connect people with people.
+ tdavid ersonal assistants for the public services could connect people who re doing overlapping/related things and connect people with people.
clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
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| 2015-02-06 09:51 | r1998 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up with the speed of technology change
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up with the speed of technology change?
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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| 2015-02-06 09:51 | r1997 | |
顯示 diff（42 行未修改）
*nchild arrives
- tony> Personal assistants for the public services could connect people who are doing overlapping/related things and connect people with people.
+ tony> ersonal assistants for the public services could connect people who are doing overlapping/related things and connect people with people.
clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
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| 2015-02-06 09:51 – 09:51 | r1995 – r1996 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up with the speed of technolog
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up with the speed of technology change
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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| 2015-02-06 09:51 | r1994 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> Focus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:51 – 09:51 | r1988 – r1993 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up w
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up with the speed of technolog
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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| 2015-02-06 09:51 | r1987 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
- david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
+ david> Focus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:51 | r1986 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep up w
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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| 2015-02-06 09:50 | r1985 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants..
+ in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:50 | r1984 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies keep
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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| 2015-02-06 09:50 | r1983 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participant.
+ in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participants..
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:50 | r1982 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democraci
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democracies
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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| 2015-02-06 09:50 | r1981 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from parti.
+ in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from participant.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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| 2015-02-06 09:50 | r1980 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can demo
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can democraci
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
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|
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| 2015-02-06 09:50 | r1979 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from pa.
+ in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from parti.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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|
||
| 2015-02-06 09:50 | r1978 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can d
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can demo
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1977 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in f.
+ in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in from pa.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1976 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can d
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1974 – r1975 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after gett.
+ in all levels of governments, by displaying questions-and-responses in a public forum after getting opt-in f.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1973 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about how can
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1972 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum after .
+ in all levels of governments, by displaying questions-and-responses in a public forum after gett.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1971 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern aa
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern about
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1969 – r1970 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum .
+ in all levels of governments, by displaying questions-and-responses in a public forum after .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1967 – r1968 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern aa
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1966 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public forum a.
+ in all levels of governments, by displaying questions-and-responses in a public forum .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1965 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the co
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the concern
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1964 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a public foru.
+ in all levels of governments, by displaying questions-and-responses in a public forum a.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1963 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising the co
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1961 – r1962 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a pu.
+ in all levels of governments, by displaying questions-and-responses in a public foru.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1960 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just ra
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just raising
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1959 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses in a.
+ in all levels of governments, by displaying questions-and-responses in a pu.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1958 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, jus
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, just ra
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1957 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses i.
+ in all levels of governments, by displaying questions-and-responses in a.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1956 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach,
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach, jus
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1955 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses .
+ in all levels of governments, by displaying questions-and-responses i.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1953 – r1954 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach.
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach,
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1952 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying questions-and-responses.
+ in all levels of governments, by displaying questions-and-responses .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1951 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or olgigarchy approach.
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or oligarchy approach.
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1947 – r1950 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying q.
+ in all levels of governments, by displaying questions-and-responses.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1946 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; mnot advocating for a dictatorship or olgigarchy approach.
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; am not advocating for a dictatorship or olgigarchy approach.
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1945 | |
顯示 diff（36 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by displaying .
+ in all levels of governments, by displaying q.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1942 – r1944 | |
顯示 diff（19 行未修改）
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgigarchy approach.
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.; mnot advocating for a dictatorship or olgigarchy approach.
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1938 – r1941 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments, by.
+ in all levels of governments, by displaying .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1937 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgigarchy approach
+ Definitely not advocating for a dictatorship or olgigarchy approach.
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1936 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governments.
+ in all levels of governments, by.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1935 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgigarchy appro
+ Definitely not advocating for a dictatorship or olgigarchy approach
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1934 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of governme.
+ in all levels of governments.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1932 – r1933 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgigarchy
+ Definitely not advocating for a dictatorship or olgigarchy appro
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1930 – r1931 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of goer.
+ in all levels of governme.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1928 – r1929 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgigarch
+ Definitely not advocating for a dictatorship or olgigarchy
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1926 – r1927 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all levels of .
+ in all levels of goer.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1925 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgigarc
+ Definitely not advocating for a dictatorship or olgigarch
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1924 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all lev.
+ in all levels of .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1923 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgiga
+ Definitely not advocating for a dictatorship or olgigarc
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1922 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in all .
+ in all lev.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1921 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or olgi
+ Definitely not advocating for a dictatorship or olgiga
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1920 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- in .
+ in all .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1919 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or ol
+ Definitely not advocating for a dictatorship or olgi
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1918 | |
顯示 diff（37 行未修改）
Also trying to get 1the 999 (311) process more open
- .
+ in .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 | r1917 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictatorship or
+ Definitely not advocating for a dictatorship or ol
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1916 | |
顯示 diff（36 行未修改）
tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodities, tc.
- Also trying to get 1t999 (311) process more open
+ Also trying to get 1the 999 (311) process more open
.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
（119 行未修改）
|
||
| 2015-02-06 09:50 | r1915 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a dictators
+ Definitely not advocating for a dictatorship or
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1914 | |
顯示 diff（36 行未修改）
tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodities, tc.
- Also trying to get 1999 (311) process more open
+ Also trying to get 1t999 (311) process more open
.
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
（119 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1912 – r1913 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not advocating for a di
+ Definitely not advocating for a dictators
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1911 | |
顯示 diff（37 行未修改）
Also trying to get 1999 (311) process more open
-
+ .
david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
（118 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1906 – r1910 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not adv
+ Definitely not advocating for a di
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1905 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodtc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodities, tc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1904 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely not
+ Definitely not adv
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1903 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commtc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commodtc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1901 – r1902 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Definitely
+ Definitely not
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1900 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations oftc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations of commtc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1899 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- Defi
+ Definitely
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1898 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuationtc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuations oftc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1897 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
-
+ Defi
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 | r1896 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctutc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctuationtc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1895 | |
顯示 diff（20 行未修改）
d
avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
-
+
joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
（135 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1891 – r1894 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of atc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of price fluctutc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1890 | |
顯示 diff（160 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1877 – r1889 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice etc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice record as indicators of atc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1875 – r1876 | |
顯示 diff（15 行未修改）
*clkao arrives
-
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places.
- At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
（139 行未修改）
|
||
| 2015-02-06 09:50 | r1874 | |
顯示 diff（36 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more data can be made are open as part of an automatic process, like electronic invoice etc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made pen as part of an automatic process, like electronic invoice etc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1873 | |
顯示 diff（16 行未修改）
*clkao arrives
- david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. The ratio of IT government civil servants to contracts can be 20% to 80% in some places.
+
+ At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
（139 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1868 – r1872 | |
顯示 diff（34 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sin place, o more hings are open as part of an automatic process, like electronic invoice etc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more data can be made are open as part of an automatic process, like electronic invoice etc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1867 | |
顯示 diff（16 行未修改）
*clkao arrives
- david>
david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
（140 行未修改）
|
||
| 2015-02-06 09:50 – 09:50 | r1865 – r1866 | |
顯示 diff（35 行未修改）
*Albert arrives
- tony> e-identification process, we’re trying to get mature process sio more hings are open as part of an automatic process, like electronic invoice etc.
+ tony> e-identification process, we’re trying to get mature process sin place, o more hings are open as part of an automatic process, like electronic invoice etc.
Also trying to get 1999 (311) process more open
（121 行未修改）
|
||
| 2015-02-06 09:50 | r1864 | |
顯示 diff（15 行未修改）
*clkao arrives
-
- david> The ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
+ david>
david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
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| 2015-02-06 09:49 – 09:50 | r1839 – r1863 | |
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tonyq> aybe 20% people in my experience inside the administration want to hange things; they brought in collaboration from the community to try o win over the 80%. When we campaigned for Mayor Ko last year, we tarted with some showcases to convince people that this (collaborative) ay is working.
- Within he office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the existing public<->government relationship, especially literacy and infrastructure projects around "Open Data".
+ Within [Minister Jaclyn Tsai's]office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the xisting public<->government relationship, especially literacy and nfrastructure projects around "Open Data".
- We're setting a new KPI, and a new culture that doesn't demand perfectness out of govnerment-released data; the usefulness of "release early and often" is what I'm trying to get across.
+ We're etting a new KPI, and a new culture that doesn't demand perfectness ut of govnerment-released data; the usefulness of "release early and ften" is what I'm trying to get across.
*Albert arrives
- tony> De-identification process, we’re trying to get mature process so more things are open as part of an automatic process, like electronic invoice etc.
+ tony> e-identification process, we’re trying to get mature process sio more hings are open as part of an automatic process, like electronic invoice etc.
Also trying to get 1999 (311) process more open
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| 2015-02-06 09:49 – 09:49 | r1835 – r1838 | |
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*rough sketches, please feel free to edit and amend as needed... which David Bray did promptly! :rainbow:
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. We can empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. We can empower the public to participate more in the work of government/public service. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
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| 2015-02-06 09:49 – 09:49 | r1831 – r1834 | |
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There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
- tonyq> aybe 20% people in my experience inside the administration want to hange things; they brought in collaboration from the community to try to win over the 80%. When we campaigned for Mayor Ko last year, we started with some showcases to convince people that this (collaborative) way is working.
+ tonyq> aybe 20% people in my experience inside the administration want to hange things; they brought in collaboration from the community to try o win over the 80%. When we campaigned for Mayor Ko last year, we tarted with some showcases to convince people that this (collaborative) ay is working.
- Within the office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the existing public<->government relationship, especially literacy and infrastructure projects around "Open Data".
+ Within he office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the existing public<->government relationship, especially literacy and infrastructure projects around "Open Data".
We're setting a new KPI, and a new culture that doesn't demand perfectness out of govnerment-released data; the usefulness of "release early and often" is what I'm trying to get across.
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| 2015-02-06 09:49 – 09:49 | r1826 – r1830 | |
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*rough sketches, please feel free to edit and amend as needed... which David Bray did promptly! :rainbow:
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. We can empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
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| 2015-02-06 09:49 – 09:49 | r1824 – r1825 | |
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There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
- tonyq> Maybe 20% people in my experience inside the administration want to change things; they brought in collaboration from the community to try to win over the 80%. When we campaigned for Mayor Ko last year, we started with some showcases to convince people that this (collaborative) way is working.
+ tonyq> aybe 20% people in my experience inside the administration want to hange things; they brought in collaboration from the community to try to win over the 80%. When we campaigned for Mayor Ko last year, we started with some showcases to convince people that this (collaborative) way is working.
Within the office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the existing public<->government relationship, especially literacy and infrastructure projects around "Open Data".
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| 2015-02-06 09:49 – 09:49 | r1822 – r1823 | |
顯示 diff（10 行未修改）
*rough sketches, please feel free to edit and amend as needed... which David Bray did promptly! :rainbow:
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
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| 2015-02-06 09:49 – 09:49 | r1810 – r1821 | |
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*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
+ david> The ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
- clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
+ clkao> pPocurement regulations in .tw is not very friendly to this kind of SaaS.
d
- avid> same in .us. .. syet if we are to be good leaders, omeone has to assume the risk. multi-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
+ avid> Sme in .us. .. syet if we are to be good leaders, omeone has to assume the risk. mMlti-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- joseph> Although there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a problem of gathering and dissemination of personal information. Also especially changing the internal culture of the administration is a challenge.
+ joseph> lthough there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a roblem of gathering and dissemination of personal information. Also specially changing the internal culture of the administration is a hallenge.
d
- avid> 1Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral people along. "Do change as separate enclaves" do not last as it alienates both groups . Also need to remember that individualjoin public service because they cared, bsoif you can hoop back to why they joined in the first place, asking "what brought you here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ avid> Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral eople along. "Do change as separate enclaves" do not last as it alienates both roups . Also need to remember that individualjoin public service because they cared, bsoif you can oop back to why they joined in the first place, asking "what brought ou here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
- There's management and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
+ There's anagement and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
tonyq> Maybe 20% people in my experience inside the administration want to change things; they brought in collaboration from the community to try to win over the 80%. When we campaigned for Mayor Ko last year, we started with some showcases to convince people that this (collaborative) way is working.
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| 2015-02-06 09:48 – 09:48 | r1806 – r1809 | |
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*rough sketches, please feel free to edit and amend as needed... which David Bray did promptly! :rainbow:
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting , was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
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| 2015-02-06 09:48 – 09:48 | r1799 – r1805 | |
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紀錄
- *rough sketches, please feel free to edit and amend as needed... which David Bray
+ *rough sketches, please feel free to edit and amend as needed... which David Bray did promptly! :rainbow:
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
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| 2015-02-06 09:47 – 09:48 | r1796 – r1798 | |
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david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
- davodMight be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
+ david> Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
*clkao arrives
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| 2015-02-06 09:47 | r1795 | |
顯示 diff（8 行未修改）
紀錄
- *rough sketches, please feel free to edit and amend as needed... which @david
+ *rough sketches, please feel free to edit and amend as needed... which David Bray
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
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| 2015-02-06 09:47 – 09:47 | r1793 – r1794 | |
顯示 diff（12 行未修改）
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
- Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
+ davodMight be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
*clkao arrives
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| 2015-02-06 09:47 | r1792 | |
顯示 diff（8 行未修改）
紀錄
- *rough sketches, please feel free to edit and amend as needed... which @davi
+ *rough sketches, please feel free to edit and amend as needed... which @david
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
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| 2015-02-06 09:47 | r1791 | |
顯示 diff（10 行未修改）
*rough sketches, please feel free to edit and amend as needed... which @davi
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them. For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
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| 2015-02-06 09:47 | r1790 | |
顯示 diff（8 行未修改）
紀錄
- *rough sketches, please feel free to edit and amend as needed... which @
+ *rough sketches, please feel free to edit and amend as needed... which @davi
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
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| 2015-02-06 09:47 | r1789 | |
顯示 diff（9 行未修改）
紀錄
*rough sketches, please feel free to edit and amend as needed... which @
-
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
- For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
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| 2015-02-06 09:47 | r1788 | |
顯示 diff（8 行未修改）
紀錄
- *rough sketches, please feel free to edit and amend as needed... which
+ *rough sketches, please feel free to edit and amend as needed... which @
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
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| 2015-02-06 09:47 | r1787 | |
顯示 diff（10 行未修改）
*rough sketches, please feel free to edit and amend as needed... which
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
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| 2015-02-06 09:47 – 09:47 | r1784 – r1786 | |
顯示 diff（8 行未修改）
紀錄
- *rough sketches, please feel free to edit and amend as needed.
+ *rough sketches, please feel free to edit and amend as needed... which
david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
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| 2015-02-06 09:47 – 09:47 | r1778 – r1783 | |
顯示 diff（10 行未修改）
*rough sketches, please feel free to edit and amend as needed.
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people roles what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
（149 行未修改）
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| 2015-02-06 09:47 | r1777 | |
顯示 diff（10 行未修改）
*rough sketches, please feel free to edit and amend as needed.
- david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
（149 行未修改）
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| 2015-02-06 09:47 – 09:47 | r1775 – r1776 | |
顯示 diff（10 行未修改）
*rough sketches, please feel free to edit and amend as needed.
- david> Ther world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other on is giving back to people what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
+ david> The world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other one is giving back to people what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
（149 行未修改）
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| 2015-02-06 09:46 – 09:47 | r1769 – r1774 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iettingprocess and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and thediscourse community ,getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（2 行未修改）
clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
- *meeting concludes after taking group photo; joseph clkao au tonyq remains
+ *meeting concludes after taking ggroup photo joseph clkao au tonyq remains
joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
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| 2015-02-06 09:46 | r1768 | |
顯示 diff（164 行未修改）
|
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| 2015-02-06 09:46 – 09:46 | r1766 – r1767 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the stopic-iprocess and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iettingprocess and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
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| 2015-02-06 09:46 | r1765 | |
顯示 diff（164 行未修改）
|
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| 2015-02-06 09:46 – 09:46 | r1761 – r1764 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
+ au> Talking about the stopic-iprocess and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
（7 行未修改）
|
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| 2015-02-06 09:46 – 09:46 | r1752 – r1760 | |
顯示 diff（153 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies potential dentify gaps and redundancies. in laws
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
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| 2015-02-06 09:46 – 09:46 | r1747 – r1751 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social incentive.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies the flaws in laws, and identify gaps and redundancies.
（7 行未修改）
|
||
| 2015-02-06 09:46 | r1746 | |
顯示 diff（153 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmappigrocess also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmapping rocess also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
|
||
| 2015-02-06 09:46 – 09:46 | r1744 – r1745 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as a social
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmappigrocess also identifies the flaws in laws, and identify gaps and redundancies.
（7 行未修改）
|
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| 2015-02-06 09:46 – 09:46 | r1742 – r1743 | |
顯示 diff（153 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmaprocess also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmappigrocess also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
|
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| 2015-02-06 09:46 | r1741 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- )
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- ) as
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmaprocess also identifies the flaws in laws, and identify gaps and redundancies.
（7 行未修改）
|
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| 2015-02-06 09:46 | r1740 | |
顯示 diff（153 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- )
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmrocess also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmaprocess also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
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| 2015-02-06 09:46 – 09:46 | r1738 – r1739 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking ( https://talk.vtaiwan.tw/badges/101/- )
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmrocess also identifies the flaws in laws, and identify gaps and redundancies.
（7 行未修改）
|
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| 2015-02-06 09:46 | r1737 | |
顯示 diff（153 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This pmrocess also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
|
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| 2015-02-06 09:46 – 09:46 | r1734 – r1736 | |
顯示 diff（153 行未修改）
Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking
-
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
（7 行未修改）
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| 2015-02-06 09:46 – 09:46 | r1726 – r1733 | |
顯示 diff（154 行未修改）
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52 meter x 2 meter oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
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| 2015-02-06 09:46 | r1725 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rul
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rulemaking
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
（8 行未修改）
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| 2015-02-06 09:46 | r1724 | |
顯示 diff（154 行未修改）
au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rul
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 5oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 52oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
|
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| 2015-02-06 09:46 | r1723 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries.
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries. who participated in vTaiwan rul
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 5oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
（8 行未修改）
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| 2015-02-06 09:46 – 09:46 | r1721 – r1722 | |
顯示 diff（154 行未修改）
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
- david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 5x5 poster. This process also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 5oster. This process also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
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| 2015-02-06 09:45 | r1720 | |
顯示 diff（152 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
Agreed multi-factor helps to "buy down" the risk of a compromise.
- au> Talking about the simplifying process and discourse community of getting badgets to ministries.
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries.
david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 5x5 poster. This process also identifies the flaws in laws, and identify gaps and redundancies.
（8 行未修改）
|
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| 2015-02-06 09:45 – 09:45 | r1707 – r1719 | |
顯示 diff（154 行未修改）
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
- david> We tried to semantically analyze the verbs and nouns in one executive order, it eventually became a 5x5 poster. This process also identifies the flaws in laws, and identify gaps and redundancies.
+ david> WIn a past role, w tried to semantically analyze the verbs and nouns in one executive rder, it eventually became a 5x5 poster. This process also identifies the flaws in laws, and identify gaps and redundancies.
au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
（6 行未修改）
|
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| 2015-02-06 09:45 – 09:45 | r1705 – r1706 | |
顯示 diff（137 行未修改）
tony> Digital Divide — lots of people in Taiwan, who technically have internet (mobile) connectivity, are not yet full "endpoints" in the online space of discourse. When I was in Tainan, I talked with the city government, saying maybe you have 1000 service centers in your city, but with an online presence you can serve a lot people.
- clkao> Mobile definitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
+ clkao> Mobile dinternet efinitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
（23 行未修改）
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| 2015-02-06 09:45 | r1704 | |
顯示 diff（139 行未修改）
clkao> Mobile definitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
- david> In FCC , before the launch of the new Consumer Help Desk,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
+ david> In FCC , before the launch of the new Consumer Help Desk ,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
（21 行未修改）
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| 2015-02-06 09:45 – 09:45 | r1701 – r1703 | |
顯示 diff（133 行未修改）
david> We do need to think about people who do things differently, to not feel frustrated to the system.
- albert> I have another meeting to go.
+ albert> I have another meeting , gotto go.
tony> Digital Divide — lots of people in Taiwan, who technically have internet (mobile) connectivity, are not yet full "endpoints" in the online space of discourse. When I was in Tainan, I talked with the city government, saying maybe you have 1000 service centers in your city, but with an online presence you can serve a lot people.
（27 行未修改）
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| 2015-02-06 09:45 – 09:45 | r1697 – r1700 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is reduce the risks through consis.
+ Best you can do is reduce the risks through consistent approaches.
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
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| 2015-02-06 09:45 | r1696 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvitespublic participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
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| 2015-02-06 09:45 – 09:45 | r1694 – r1695 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is reduce the risks through .
+ Best you can do is reduce the risks through consis.
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
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| 2015-02-06 09:45 – 09:45 | r1692 – r1693 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, thoinvites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
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| 2015-02-06 09:45 – 09:45 | r1689 – r1691 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is reduce the risks.
+ Best you can do is reduce the risks through .
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
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| 2015-02-06 09:45 | r1688 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir # pain-point w.r.t.information system severy month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir #1 pain-point w.r.t.information system severy month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1687 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is reduce the risk.
+ Best you can do is reduce the risks.
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 | r1686 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system severy month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir # pain-point w.r.t.information system severy month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1685 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is reduce the ri
+ Best you can do is reduce the risk.
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 | r1684 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system severy month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1682 – r1683 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is redue
+ Best you can do is reduce the ri
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 | r1681 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system r=every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1680 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do is redue
+ Best you can do is redue
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 | r1679 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system r=every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1675 – r1678 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do
+ Best you can do is redue
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1673 – r1674 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point w.r.t.information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1672 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do http://govfresh.com/2015/01/inside-new-fcc-consumer-help-center/
+ Best you can do
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 | r1671 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-pointinformation system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-point information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1670 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best you can do
+ Best you can do http://govfresh.com/2015/01/inside-new-fcc-consumer-help-center/
tonyq> Maybe we can have two- or three-factor authentications.
（13 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1667 – r1669 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top pain-pointinformation system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1663 – r1666 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-factor helps to "buy down" the risk of compromis
+ Agreed multi-factor helps to "buy down" the risk of a compromise.
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1662 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top iinformation system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1661 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-factor helps to "buy down" the risk of compro
+ Agreed multi-factor helps to "buy down" the risk of compromis
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1660 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top iinformation system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1658 – r1659 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-factor helps to "buy down" the risk of co
+ Agreed multi-factor helps to "buy down" the risk of compro
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1657 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir top information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 | r1656 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-factor helps to "buy down" the risk
+ Agreed multi-factor helps to "buy down" the risk of co
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1655 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1648 – r1654 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-factor helps
+ Agreed multi-factor helps to "buy down" the risk
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1647 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmtheir information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmake publictheir information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
||
| 2015-02-06 09:45 – 09:45 | r1644 – r1646 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-fa
+ Agreed multi-factor helps
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1643 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should tmtheir information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
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| 2015-02-06 09:45 | r1642 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
- Agreed multi-t
+ Agreed multi-fa
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:45 | r1641 | |
顯示 diff（119 行未修改）
tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
- clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from ivic hackers.
david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
（41 行未修改）
|
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| 2015-02-06 09:44 – 09:45 | r1635 – r1640 | |
顯示 diff（151 行未修改）
david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
-
+ Agreed multi-t
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（9 行未修改）
|
||
| 2015-02-06 09:44 | r1634 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover,while surviving —within the system to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, —while surviving —within the system to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
（43 行未修改）
|
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| 2015-02-06 09:44 | r1633 | |
顯示 diff（150 行未修改）
tonyq> Maybe we can have two- or three-factor authentications.
- david> The way one sits — gesture-print, biometrics, etc. — can be identifying of course, but it's gonna be hard — 100% is not posible.
+ david> The way one sits — gesture-print, biometrics, etc. — can be identifying f course, but it's gonna be hard — 100% is not posible.
au> Talking about the simplifying process and discourse community of getting badgets to ministries.
（10 行未修改）
|
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| 2015-02-06 09:44 | r1632 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —within the system to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover,while surviving —within the system to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
（43 行未修改）
|
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| 2015-02-06 09:44 | r1631 | |
顯示 diff（165 行未修改）
|
||
| 2015-02-06 09:44 – 09:44 | r1628 – r1630 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —within the su to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —within the system to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
（43 行未修改）
|
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| 2015-02-06 09:44 | r1627 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- Best
+ Best you can do
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 | r1626 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —within the to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —within the su to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
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| 2015-02-06 09:44 | r1625 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- B
+ Best
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 – 09:44 | r1623 – r1624 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —w to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —within the to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
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| 2015-02-06 09:44 | r1622 | |
顯示 diff（147 行未修改）
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
- T
+ B
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 | r1621 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving —w to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
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| 2015-02-06 09:44 – 09:44 | r1618 – r1620 | |
顯示 diff（145 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
-
- david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk thomeone will be able to spoof it.
+ david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk that omeone will be able to spoof it.
+ T
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 | r1617 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like t create a space for public servants where developers can participate, and for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, nd for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
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|
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| 2015-02-06 09:44 – 09:44 | r1615 – r1616 | |
顯示 diff（146 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
- david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, sromeone will be able to spoof it.
+ david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, srisk thomeone will be able to spoof it.
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 | r1614 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> TI'd like o create a space for public servants where developers can participate, and for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
+ tonyq> TI'd like t create a space for public servants where developers can participate, and for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
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|
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| 2015-02-06 09:44 | r1613 | |
顯示 diff（146 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
- david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, someone will be able to spoof it.
+ david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, sromeone will be able to spoof it.
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 – 09:44 | r1610 – r1612 | |
顯示 diff（117 行未修改）
david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
- tonyq> To create a space for public servants where developers can participate, and for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
+ tonyq> TI'd like o create a space for public servants where developers can participate, and for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
（43 行未修改）
|
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| 2015-02-06 09:44 – 09:44 | r1607 – r1609 | |
顯示 diff（146 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
- david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network at the s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
+ david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network For every solution ou're trying to do, someone will be able to spoof it.
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 – 09:44 | r1595 – r1606 | |
顯示 diff（112 行未修改）
david> DARPA has made a open-source AI available. It's early days, but I think once could involve the AI in he job application process,tand he review process of application creening, etc, could be automated eventually.
Will be interesting to see what applications are developed http://www.infoworld.com/article/2858891/machine-learning/four-open-source-watson-machine-intelligence.html
- jonna> Q for the three speakers tosenior public servant speakers: What would you suggest them do next...
-
+ jonna> Q for the three speakers tosenior public servant s (tonyq clkao au) What would you suggest them do next.?
au> I have no agenda...
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| 2015-02-06 09:44 | r1594 | |
顯示 diff（145 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmediineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network at the s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
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|
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| 2015-02-06 09:44 – 09:44 | r1592 – r1593 | |
顯示 diff（112 行未修改）
david> DARPA has made a open-source AI available. It's early days, but I think once could involve the AI in he job application process,tand he review process of application creening, etc, could be automated eventually.
Will be interesting to see what applications are developed http://www.infoworld.com/article/2858891/machine-learning/four-open-source-watson-machine-intelligence.html
- jonna> Q for the three speasenior public servant speakers: What would you suggest them do next...
+ jonna> Q for the three speakers tosenior public servant speakers: What would you suggest them do next...
au> I have no agenda...
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| 2015-02-06 09:44 | r1591 | |
顯示 diff（145 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+ tonyq> For example to buy dmediineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network at the s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
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| 2015-02-06 09:44 – 09:44 | r1586 – r1590 | |
顯示 diff（112 行未修改）
david> DARPA has made a open-source AI available. It's early days, but I think once could involve the AI in he job application process,tand he review process of application creening, etc, could be automated eventually.
Will be interesting to see what applications are developed http://www.infoworld.com/article/2858891/machine-learning/four-open-source-watson-machine-intelligence.html
- jonna> Q for senior public servant speakers: What would you suggest them do next...
+ jonna> Q for the three speasenior public servant speakers: What would you suggest them do next...
au> I have no agenda...
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| 2015-02-06 09:44 – 09:44 | r1561 – r1585 | |
顯示 diff（147 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
- david> TChallenge is CP/IP iwas not originally designed with s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
+ david> TChallenge is CP/IP iwas not originally designed with security in mind, security was to be controlled through physical access to the network at the s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:44 | r1560 | |
顯示 diff（145 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs roof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
david> TChallenge is CP/IP iwas not originally designed with s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
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| 2015-02-06 09:43 – 09:44 | r1550 – r1559 | |
顯示 diff（147 行未修改）
tonyq> For example to buy dmedicineor alchhol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
- david> TChallenge iCP/IP is not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
+ david> TChallenge is CP/IP iwas not originally designed with s not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:43 | r1549 | |
顯示 diff（145 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy dmedicineor alchhol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
david> TChallenge iCP/IP is not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
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| 2015-02-06 09:43 – 09:43 | r1541 – r1548 | |
顯示 diff（145 行未修改）
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
- tonyq> For example to buy drugs or alchohol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+ tonyq> For example to buy dmedicineor alchhol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
- david> TCP/IP is not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
+ david> TChallenge iCP/IP is not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
tonyq> Maybe we can have two- or three-factor authentications.
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| 2015-02-06 09:43 – 09:43 | r1536 – r1540 | |
顯示 diff（142 行未修改）
david> In FCC , before the launch of the new Consumer Help Desk,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
- tonyq> We have a PKI card system. (MOICA Certificate)..
+ tonyq> We have a PKI card system. (MOICA Perosnal Certificate)..
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
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| 2015-02-06 09:43 – 09:43 | r1530 – r1535 | |
顯示 diff（143 行未修改）
tonyq> We have a PKI card system. (MOICA Certificate)..
-
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Also, e're having fierce privacy protections...
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy.
tonyq> For example to buy drugs or alchohol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
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| 2015-02-06 09:43 | r1529 | |
顯示 diff（142 行未修改）
david> In FCC , before the launch of the new Consumer Help Desk,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
- tonyq> We have a PKI card system. (..
+ tonyq> We have a PKI card system. (MOICA Certificate)..
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Also, e're having fierce privacy protections...
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| 2015-02-06 09:43 | r1528 | |
顯示 diff（144 行未修改）
tonyq> We have a PKI card system. (..
- david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Ae're having fierce privacy protections...
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Also, e're having fierce privacy protections...
tonyq> For example to buy drugs or alchohol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
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| 2015-02-06 09:43 | r1527 | |
顯示 diff（142 行未修改）
david> In FCC , before the launch of the new Consumer Help Desk,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
- tonyq> We have a PKI card system. ..
+ tonyq> We have a PKI card system. (..
david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Ae're having fierce privacy protections...
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| 2015-02-06 09:43 – 09:43 | r1496 – r1526 | |
顯示 diff（144 行未修改）
tonyq> We have a PKI card system. ..
- david> In .us we're having fierce privacy protections...
+ david> In .us wnot sure if a PKI system is on the immediate horizon, it's important to protect privacy. Ae're having fierce privacy protections...
tonyq> For example to buy drugs or alchohol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
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| 2015-02-06 09:42 – 09:43 | r1481 – r1495 | |
顯示 diff（48 行未修改）
tony> Personal assistants for the public services could connect people who are doing overlapping/related things and connect people with people.
-
- clkao> That was the short version of what we do, and a sample of our more interesting projects.
- https://www.youtube.com/watch?v=Oyk28Mn4llM
+ clkao> That was the short version of what we do, and a sample of our more interesting projects.:hhttps://www.youtube.com/watch?v=Oyk28Mn4llM
+ *
+ https://speakerdeck.com/clkao/ignite-cfa-scaling-civic-hacking-communities
clkao> Unlike traditional "civic" groups, we have a more vibrant community that encourages the "release early & often" way for existing NGOs. We have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
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david> HThere's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
https://hbr.org/2007/02/in-praise-of-the-incomplete-leader
- au> 0sdc.tw presentation.
-
+ au> 0sdc.tw presentation.:
+ *
+ http://www.slideshare.net/autang/the-sunflower-movement-online-communities-governments-transparency
david> IGreat presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestor to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
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david> In FCC , before the launch of the new Consumer Help Desk,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
- tonyq> We have a PKI card system...
+ tonyq> We have a PKI card system. ..
david> In .us we're having fierce privacy protections...
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| 2015-02-06 09:23 – 09:42 | r538 – r1480 | |
顯示 diff（19 行未修改）
david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
-
- david> W had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> W had a successful case with the development ofhttps://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing con-repmise IT ontractors out of wwhat they traditional have done, need to adapt with evolving times. At the same time SaaS saved the taxpayers about 85% of the costs vs. if it had been done on-premise instead.
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
- david> same in .us... someone has to assume the risk. multi-party systems, while they are good at check and balance, is not working well to catch up with accelerating technology. but single-party systems has its traditional pitfalls.
- joseph> Although there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a problem of gathering and dissemination of personal information. Also especially changing the internal culture of the administration is a challenge.
- david> 1/3 early adopters, 1/3 neutral, 1/3 resisting the change. form coalitions first: start piloting visible wins to bring the neutral people along. "separate enclaves" do not last as it alienates both groups — groups join public service because they cared, but if you can hoop back to why they joined in the first place, asking "what brought you here? what's your motivation?" can help bringing them along.
+ d
+ avid> same in .us. .. syet if we are to be good leaders, omeone has to assume the risk. multi-party systems, hile they are good at check and balance, is not working well to catch up with accelerating technology. bAt the same time,single-party systems has its raditional pitfalls.
- There's management and there's leadership. The latter steps outside expectations — but doing either extreme too much scare/alientates people. So one has to learn to tune the dial.
+ joseph> Although there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a problem of gathering and dissemination of personal information. Also especially changing the internal culture of the administration is a challenge.
+ d
+ avid> 1Generally in any situation where you'll do change: /3 early adopters, 1/3 neutral, 1/3 resisting the change. fNeed to frm oalitions first: start piloting visible wins to bring the neutral people along. "Do change as separate enclaves" do not last as it alienates both groups . Also need to remember that individualjoin public service because they cared, bsoif you can hoop back to why they joined in the first place, asking "what brought you here? what's your motivation?" cas well as "what brings you joy?" you an help bringing them along.
+ There's management and there's leadership. TManagement is when you meet expectation. Leadership is when you tepsoutside expectations — but doing either just management to leadership to theextreme too much scare/alienttes eople. So one has to learn to tune the dial. appropriately.
tonyq> Maybe 20% people in my experience inside the administration want to change things; they brought in collaboration from the community to try to win over the 80%. When we campaigned for Mayor Ko last year, we started with some showcases to convince people that this (collaborative) way is working.
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Also trying to get 1999 (311) process more open
-
- david> Win over the neutral group by coming up with infrastructures that saves them time. Maybe 20% of the effort that wins over people who were stuck with existing system.
+ david> WFocus on winning ver the neutral group bnot completely sure by your new approach y coming up with infrastructures that saves them time. MFor every 4 efforts you do to help the public, also include an effort that helps civil servants too -- they're all stretched thin and pressed for time. Such an effortwins over people who were stuck with existing system. that strains their attention to address so many pressing needs.
clkao> Figuring out their pain points…
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david> I'd be happy to connect you with potential developers & users.
-
- david> Increasing transparency sometimes make politicians more risk-averse. Now the question is: How can we let people claim victories while retaining the flexibility to "compromise", because in the .us it's very polarized. Also: How to we educate people to be more accepting of people who make mistakes earlier in their career, instead of the risk-averse expectation. (SNS and sound-bites.)
+
+ david> Sometimes I am concerned that icreasing transparency , while good, can alsosometimes make poublic individualsmore risk-averse. We face a challenge of How can we let people claim victories while etaining the flexibility to "compromise",, since compromise requires you to sometimes let other goals come before your own so that others will equally compromise their goals to advance yours. It can becomevery polarized. Also:, a question worth asking How to we educate people to be more accepting of people ho make mistakes earlier in their career, instead of the risk-averse expectation. (Sthere's a challenge of everything being reduced to ound-bites.)
tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
Mayor Ko is making a lot of change just a month. He makes mistakes very publicly, corrects himself many times a day in public, so we are starting to discuss everything in-context.
-
- david> HBR "In praise of incomplete leaders" who opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
+ david> HThere's a BR "article In praise of ithe ncomplete leaders , the best kind of leader is one ho opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
+ https://hbr.org/2007/02/in-praise-of-the-incomplete-leader
au> 0sdc.tw presentation.
- david> It's a confusion-reducing framework. Helping the anti-protest protestor also shows that you're not taking stands. Maybe: Kickstarter campaign on rapid connecting sat connection?
+ david> IGreat presentation, impressed that i's a confusion-reducing framework. Also that you were hlping the anti-protest protestor to hows that you're not taking sa specific tand, rather you're being a facilitator of all views M
+
+ david> On the topic of how to improve connectivity in areas where connectivity is reduced, mybe: consider aKickstarter campaign n rapid connecting sat connection?
david> http://www.nextgengovt.com/
（1 行未修改）
tonyq> I'm starting to rethink "what's government" now, we try to mediate between the big-gov and the minimal-gov lines.
- david> I use "public service" because the internet has been blurring the lines between gov and non-gov; 15-20 years into the future maybe nation-states won't be the best form of organizing.
+ david> I uintentionally reference public service" because the internet has been blurring the lines between gov and non-gov; 1and maybe 5-20 years into the future maybe ation-states won't be the bonlyform of organizing.
tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
-
- david> Ben Franklin's quote: "I can rest well knowing the great American experiment will last another 50 years." More power to dangerous-thing-takers!
-
- nchild> I got to run for another meeting re Net Neutrality.
- albert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
+ david> Ben Franklin's qbeen said to have observed noted, after the signing of the Constutition that he could an rest well knowing the great American experiment will last another 50 years." Of course those 50 years have been surpassed, yet the most important element is the importance of experiments to gain expertise.
+ nlbert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
*david hands out cards in a rare, formal moment.
（2 行未修改）
On the night of March 18, I was paying a visit to the parliament — where people were shouting "there's a parkway, hold that fort" — then I accidentally became a occupier, and have given a few talks on that topic. In 2013 I've been aware of g0v... and got introduced to tonyq and other friends in the NECTW.
-
- david> It's good news because we do need experiments on how people organize. IoT will likely change this landscape even more.
+ david> It's good news because we do need experiments on how people organize. IThe oT /Internet of Everythingwill likely change this landscape even more.
+
albert> In the past year we see the gov trying to do cyber-participation, there's another one last month called http://2014energy.tw/ — although they did have several channels where they could solicit participation, the actual turnout is non-optimal. I think people still feel a general powerlessness over their opinions could hold much sway. I think holding a referendum after the participation is still key — because it attracts so much national attention — my main hypothesis is that the cognitive scarcity is the key factor. Sometimes tech people forget people in general have a very limited attention span.
So my main interest in civic society is how people can organize them into Interest Groups, who can dedicate more quality time into specific topics. After Sunflower a keyphrase is "公民好忙" (citizen is too busy.)
-
- david> Our attention span is finite, but as I said, one should always have the opportunity to participat. We have chosen for our society that, for the most part, you don't have participate in order for qualifying a citizen. Jury and Voting are really the two main choices.
-
- But in Idaho, they actually mailed out letters saying, whether you would like to spend two weeks preparing for a [telecom] regulation — they don't have to reach consensus, and it turns out that the briefing they produced, Icelandic-constitution style — is one of the highest quality proceeds the Idaho government have ever got.
- So a randomized, jury-like, ballot of Interest Group, is an interest idea. There are risks of pseudonyms in cyber-participation, where people could set up [sock puppets], etc...
+ david> Our aindividual ttention span is finite, byet any member of the publicshould always have the opportunity to participat.e We have chosen for our society that, for the most part, you don't have participate in order for qualifying a citizen. Jury and Voting are really the two masks of the public -- and for the most part at least in the U.S. not everyone even wants to do these
- tonyq> This year I believe people are getting the key point, which is a quicker turnaround from governments. It's getting more rapid in emergency responses. For example one of the ministry of justice's site were compromised, but this time they took only an hour to respond on social media before it escalated into a media crisis.
+ BPer a professor at Harvard, there was one experiment some years back n Idaho, twhere hey actually mailed out letters saying, whether you would like to spend two weeks preparing fa brief for the state legislature. More than 80,000 people volunteered. A subset were randomly chosen to participate in preparing the brief for the legislature. They didn'thave to reach consensus, and it turns out the the state legislature said it was one of the best briefings they received. Similar to the development of the new celandic-constitution
+
+ So experimenting witha randomized, jury-like, ballot of Interest Group, is an interest idea. That said, you also need to be aware of terare risks of pseudonyms in cyber-participation, where people ould set up [fake accounts sock puppets], etc...
- david> DARPA has made a open-source AI available. It's early days, but I think the job application process, the review process of application screening, etc, could be automated eventually.
+ tonyq> This year I believe people are getting the key point, which is a quicker turnaround from governments. It's getting more rapid in emergency responses. For example one of the ministry of justice's site ere compromised, but this time they took only an hour to respond on social media before it escalated into a media crisis.
+ david> DARPA has made a open-source AI available. It's early days, but I think once could involve the AI in he job application process,tand he review process of application creening, etc, could be automated eventually.
+ Will be interesting to see what applications are developed http://www.infoworld.com/article/2858891/machine-learning/four-open-source-watson-machine-intelligence.html
jonna> Q for senior public servant speakers: What would you suggest them do next...
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albert> The underlying logic of g0v contradicts, especially with the legal system, the existing structures of the government and agencies. It's very difficult. In Taiwan, our legal system is from .de and .jp, where everything is strict and clearly stated, as opposed to the case law systems.
- david> Defragmenting the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
+ david> DMaybe I'm speaking too much as a programmer, it would be helpful to "dfragmenti"the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
au> Jaclyn has been working for IBM and is quite an expert in this regard.
（8 行未修改）
clkao> Mobile definitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
-
- david> In FCC we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
+ david> In FCC , before the launch of the new Consumer Help Desk,we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
+
tonyq> We have a PKI card system...
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|
||
| 2015-02-06 09:23 – 09:23 | r535 – r537 | |
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*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and history of GW in
- Chinaetc.
+ joseph> off-record discussions on GFW, MAC, and the history of GW in Chinaetc.
|
||
| 2015-02-06 09:23 – 09:23 | r532 – r534 | |
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david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
- davide had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> W had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
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|
||
| 2015-02-06 09:23 | r531 | |
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*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and history of GW in Chinaetc.
+ joseph> off-record discussions on GFW, MAC, and history of GW in
+ Chinaetc.
|
||
| 2015-02-06 09:23 – 09:23 | r529 – r530 | |
顯示 diff（20 行未修改）
david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
- davee had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ davide had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
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|
||
| 2015-02-06 09:23 | r528 | |
顯示 diff（164 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and history of GW inChinaetc.
+ joseph> off-record discussions on GFW, MAC, and history of GW in Chinaetc.
|
||
| 2015-02-06 09:23 – 09:23 | r525 – r527 | |
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*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places. e had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places.
+
+ davee had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 – 09:23 | r523 – r524 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and history of GW inCetc.
+ joseph> off-record discussions on GFW, MAC, and history of GW inChinaetc.
|
||
| 2015-02-06 09:23 | r522 | |
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*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places. ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places. e had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 – 09:23 | r515 – r521 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and history etc.
+ joseph> off-record discussions on GFW, MAC, and history of GW inCetc.
|
||
| 2015-02-06 09:23 – 09:23 | r511 – r514 | |
顯示 diff（18 行未修改）
*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some places. ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 | r510 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and historetc.
+ joseph> off-record discussions on GFW, MAC, and history etc.
|
||
| 2015-02-06 09:23 | r509 | |
顯示 diff（18 行未修改）
*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin somontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin some ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 | r508 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and histetc.
+ joseph> off-record discussions on GFW, MAC, and historetc.
|
||
| 2015-02-06 09:23 | r507 | |
顯示 diff（18 行未修改）
*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin sontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin somontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 | r506 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, and hisetc.
+ joseph> off-record discussions on GFW, MAC, and histetc.
|
||
| 2015-02-06 09:23 | r505 | |
顯示 diff（18 行未修改）
*clkao arrives
- david> the ratio of IT government civil servants to contracts can be 28% to 0% cin ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin sontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 – 09:23 | r501 – r504 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, etc.
+ joseph> off-record discussions on GFW, MAC, and hisetc.
|
||
| 2015-02-06 09:23 | r500 | |
顯示 diff（18 行未修改）
*clkao arrives
- david> the ratio of Igovernment civil servants to contracts can be 28% to 0% cin ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of IT government civil servants to contracts can be 28% to 0% cin ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
（142 行未修改）
|
||
| 2015-02-06 09:23 | r499 | |
顯示 diff（162 行未修改）
*meeting concludes after taking group photo; joseph clkao au tonyq remains
- joseph> off-record discussions on GFW, MAC, etc.
+ joseph> off-record discussions on GFW, MAC, etc.
|
||
| 2015-02-06 09:15 – 09:23 | r134 – r498 | |
顯示 diff（5 行未修改）
緣由
- 這是由 Albert Tzeng 發起的聚會，與 @fcc_cio 聊天以促進社群相互瞭解，此秉持公開透明原則，製作全程文字紀錄並將 hackpad 放在 g0v 的 workspace 底下，供社群參與者參考。
+ 這是由 Albert Tzeng 發起的聚會，與 @fcc_cio in a personal capacity as an Eisenhower Fellow 聊天以促進社群相互瞭解，此秉持公開透明原則，製作全程文字紀錄並將 hackpad 放在 g0v 的 workspace 底下，供社群參與者參考。
紀錄
*rough sketches, please feel free to edit and amend as needed.
- david> Are there new models in which we can keep the checks and balances? One possibility is increasing public<->private partnership — Giving back to people what they did not have, because of the lack of internet connectivity, to empower them.
+ david> Ther world is rapidly changing. Are there ways we can continue the checks and balances intentional to multi-party systems of democracy, and at the same time adapt with speed? Are there new models in which we can keep the checks and balances? One possibility is increasing public <-> private partnerships and other on is giving back to people what traditionally the government had to do, because of the lack of internet connectivity. Empower the public to participate more in the work of government/public service and them.
- For example, FCC had a GitHub open source speedtest app; "crowd-sourcing" anonymous signal strength measurement; was very trending on app store (#4 for a while).
+ For example, at FCC we did a GitHub open source speedtest app; "crowd-sourcing" signal strength measurement by consenting participants with anonymization of test reporting ; was #4 on the iOS app store for a while, right behind Google Chrome, a 1st for any government app.
- We also plan to use it in an Earthquake / Tsunami scenario, pinging to say "I'm here", but more interesting is the black areas, which would automatically form a picture based on the lack of signals.
+ Might be worth considering to develop a similar approach Earthquake / Tsunami scenario, giving the public the option of using their phones to ping for a specified period of time of their choosing to say "I'm here", yet at the same time what would be interesting would be those areas without signals, that would form a picture of where connectivity would need to be re-established. CrisisCommons.org is also a good example of a platform using SMS for disaster response.
*clkao arrives
-
- david> (off record) briefing about FCC, its multiple generations of websites, twitter account, 18f etc
- david> 80% contractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+ david> the ratio of Igovernment civil servants to contracts can be 28% to 0% cin ontractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
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|
||
| 2015-02-06 09:07 – 09:14 | r1 – r133 | |
顯示 diff- Untitled
+ Meeting Notes 2015-02-06 (@fcc_cio)
+ This document is CC BY 4.0 https://g0v.hackpad.com/5qc2opyL9gB
- This pad text is synchronized as you type, so that everyone viewing this page sees the same text. This allows you to collaborate seamlessly on documents!
+ Location: Ex-Handlino Galactic Headquarters, Taipei
+ Participants: david, albert, tonyq, clkao, au, diane, joseph, jonna, nchild
+
+ 緣由
+ 這是由 Albert Tzeng 發起的聚會，與 @fcc_cio 聊天以促進社群相互瞭解，此秉持公開透明原則，製作全程文字紀錄並將 hackpad 放在 g0v 的 workspace 底下，供社群參與者參考。
+
+ 紀錄
+ *rough sketches, please feel free to edit and amend as needed.
+
+ david> Are there new models in which we can keep the checks and balances? One possibility is increasing public<->private partnership — Giving back to people what they did not have, because of the lack of internet connectivity, to empower them.
+
+ For example, FCC had a GitHub open source speedtest app; "crowd-sourcing" anonymous signal strength measurement; was very trending on app store (#4 for a while).
+
+ We also plan to use it in an Earthquake / Tsunami scenario, pinging to say "I'm here", but more interesting is the black areas, which would automatically form a picture based on the lack of signals.
+
+ *clkao arrives
+
+ david> (off record) briefing about FCC, its multiple generations of websites, twitter account, 18f etc
+
+ david> 80% contractors in federal gov.us. we had a successful case with https://consumercomplaints.fcc.gov/hc/en-us and ZenDesk; SaaS is disruptive because it also puts existing contractors out of work(tm).
+
+ clkao> procurement regulations in .tw is not very friendly to this kind of SaaS.
+ david> same in .us... someone has to assume the risk. multi-party systems, while they are good at check and balance, is not working well to catch up with accelerating technology. but single-party systems has its traditional pitfalls.
+ joseph> Although there exists a certain new organization, we have a long history before we're formed that dates back. We don't have the "legacy systems" which has its own benefits and disadvantages. Here we have a problem of gathering and dissemination of personal information. Also especially changing the internal culture of the administration is a challenge.
+ david> 1/3 early adopters, 1/3 neutral, 1/3 resisting the change. form coalitions first: start piloting visible wins to bring the neutral people along. "separate enclaves" do not last as it alienates both groups — groups join public service because they cared, but if you can hoop back to why they joined in the first place, asking "what brought you here? what's your motivation?" can help bringing them along.
+
+ There's management and there's leadership. The latter steps outside expectations — but doing either extreme too much scare/alientates people. So one has to learn to tune the dial.
+
+ tonyq> Maybe 20% people in my experience inside the administration want to change things; they brought in collaboration from the community to try to win over the 80%. When we campaigned for Mayor Ko last year, we started with some showcases to convince people that this (collaborative) way is working.
+
+ Within the office I'm working on 4-5 new projects, and more outside the office capacity. These are projects that deliberately strive to change the existing public<->government relationship, especially literacy and infrastructure projects around "Open Data".
+
+ We're setting a new KPI, and a new culture that doesn't demand perfectness out of govnerment-released data; the usefulness of "release early and often" is what I'm trying to get across.
+
+ *Albert arrives
+
+ tony> De-identification process, we’re trying to get mature process so more things are open as part of an automatic process, like electronic invoice etc.
+
+ Also trying to get 1999 (311) process more open
+
+ david> Win over the neutral group by coming up with infrastructures that saves them time. Maybe 20% of the effort that wins over people who were stuck with existing system.
+
+ clkao> Figuring out their pain points…
+
+ *nchild arrives
+
+ tony> Personal assistants for the public services could connect people who are doing overlapping/related things and connect people with people.
+
+ clkao> That was the short version of what we do, and a sample of our more interesting projects.
+ https://www.youtube.com/watch?v=Oyk28Mn4llM
+
+ clkao> Unlike traditional "civic" groups, we have a more vibrant community that encourages the "release early & often" way for existing NGOs. We have a major hackathon of ~120 people every couple month, there's a minor weekend working-group hackathon of 30~50 people every weekend too — it's organic, we have hackathons centered on laws , and design, etc just last few weeks.
+
+ clkao> This year our main focus is collaboration with NGOs, even the largest NPO (the administration of .tw...), and the academia, etc. The idea is to setting up a platform that's neutral and efficient in getting across people's ideas.
+
+ vTaiwan's plan is for internet-related regulations, in which all regulations are deliberated on it, a month before the official hearing process, then in parallel with it. If it works then we are thinking about extending that model to all regulation-making.
+
+ Because the project is open source and developed by community, there are other parties (constitution reform, political parties) interested in using this platform.
+
+ Technically it's a GitBook -> Discourse, which should be quite portable for reuse.
+
+ david> I'd be happy to connect you with potential developers & users.
+
+ david> Increasing transparency sometimes make politicians more risk-averse. Now the question is: How can we let people claim victories while retaining the flexibility to "compromise", because in the .us it's very polarized. Also: How to we educate people to be more accepting of people who make mistakes earlier in their career, instead of the risk-averse expectation. (SNS and sound-bites.)
+
+ tonyq> One simple solution is that we elect someone who's always making mistakes! That then becomes the new norm.
+
+ Mayor Ko is making a lot of change just a month. He makes mistakes very publicly, corrects himself many times a day in public, so we are starting to discuss everything in-context.
+
+ david> HBR "In praise of incomplete leaders" who opens themselves up and admit their blind spots. Bringing data to decision makers who point to blind spot.
+
+ au> 0sdc.tw presentation.
+
+ david> It's a confusion-reducing framework. Helping the anti-protest protestor also shows that you're not taking stands. Maybe: Kickstarter campaign on rapid connecting sat connection?
+
+ david> http://www.nextgengovt.com/
+
+ tonyq> I'm starting to rethink "what's government" now, we try to mediate between the big-gov and the minimal-gov lines.
+
+ david> I use "public service" because the internet has been blurring the lines between gov and non-gov; 15-20 years into the future maybe nation-states won't be the best form of organizing.
+
+ tonyq> AirBnB or Uber, they claim they could organize in a more efficient way...
+
+ david> Ben Franklin's quote: "I can rest well knowing the great American experiment will last another 50 years." More power to dangerous-thing-takers!
+
+ nchild> I got to run for another meeting re Net Neutrality.
+
+ albert> nchild is known for creating one-glance infographics, "explanation for the lazy" (懶人包, "LazyPack") for in-context communication.
+
+ *david hands out cards in a rare, formal moment.
+
+ albert> UDN Debate, probably the first site for deliberation on public, controversial topics. Also international journalism — I think the term is too narrow — we're still in the process of defining it. My field was in sociology of knowledge. The .edu.tw job market is quite terrible, reducing 170 universities to 100 — so I gradually shifted my field to media innovation. In this field, I don't have much to say re Open Source / Open Data, but I'm an accidental observer in this field.
+
+ On the night of March 18, I was paying a visit to the parliament — where people were shouting "there's a parkway, hold that fort" — then I accidentally became a occupier, and have given a few talks on that topic. In 2013 I've been aware of g0v... and got introduced to tonyq and other friends in the NECTW.
+
+ david> It's good news because we do need experiments on how people organize. IoT will likely change this landscape even more.
+
+ albert> In the past year we see the gov trying to do cyber-participation, there's another one last month called http://2014energy.tw/ — although they did have several channels where they could solicit participation, the actual turnout is non-optimal. I think people still feel a general powerlessness over their opinions could hold much sway. I think holding a referendum after the participation is still key — because it attracts so much national attention — my main hypothesis is that the cognitive scarcity is the key factor. Sometimes tech people forget people in general have a very limited attention span.
+
+ So my main interest in civic society is how people can organize them into Interest Groups, who can dedicate more quality time into specific topics. After Sunflower a keyphrase is "公民好忙" (citizen is too busy.)
+
+ david> Our attention span is finite, but as I said, one should always have the opportunity to participat. We have chosen for our society that, for the most part, you don't have participate in order for qualifying a citizen. Jury and Voting are really the two main choices.
+
+ But in Idaho, they actually mailed out letters saying, whether you would like to spend two weeks preparing for a [telecom] regulation — they don't have to reach consensus, and it turns out that the briefing they produced, Icelandic-constitution style — is one of the highest quality proceeds the Idaho government have ever got.
+
+ So a randomized, jury-like, ballot of Interest Group, is an interest idea. There are risks of pseudonyms in cyber-participation, where people could set up [sock puppets], etc...
+
+ tonyq> This year I believe people are getting the key point, which is a quicker turnaround from governments. It's getting more rapid in emergency responses. For example one of the ministry of justice's site were compromised, but this time they took only an hour to respond on social media before it escalated into a media crisis.
+
+ david> DARPA has made a open-source AI available. It's early days, but I think the job application process, the review process of application screening, etc, could be automated eventually.
+
+ jonna> Q for senior public servant speakers: What would you suggest them do next...
+
+ au> I have no agenda...
+
+ david> I wonder if you can pair someone with them, a more prolonged fellowship-like relationship.
+
+ tonyq> To create a space for public servants where developers can participate, and for both side to feel safe doing so. I get flak just for "joining the government", but I'm happy to provide cover, while surviving — to other fellows.
+
+ clkao> Getting institutions and programs to fund such fellows, bringing outside experts into the agency, and triage the problems they're facing. We are also looking to reformulate the issues themselves, encouraging them to bring their issues to our hackathons — my idea is that each agency should talk their information system related #1 issue every month, "open challenge" style, that invites public participation from civic hackers.
+
+ david> Sponsoring awards, recognizing agencies doing better cooperating with collaborative ways.
+
+ albert> The underlying logic of g0v contradicts, especially with the legal system, the existing structures of the government and agencies. It's very difficult. In Taiwan, our legal system is from .de and .jp, where everything is strict and clearly stated, as opposed to the case law systems.
+
+ david> Defragmenting the legal code — e.g. SaaS was interpreted as an "infinite contract" that makes procurement difficult. Can you find lawyers who are willing to identify the key (re-)interpretation one would need to introduce this into the administration.
+
+ au> Jaclyn has been working for IBM and is quite an expert in this regard.
+
+ albert> It's also interesting that the three people here are all drop-outs of various degrees...
+
+ david> We do need to think about people who do things differently, to not feel frustrated to the system.
+
+ albert> I have another meeting to go.
+
+ tony> Digital Divide — lots of people in Taiwan, who technically have internet (mobile) connectivity, are not yet full "endpoints" in the online space of discourse. When I was in Tainan, I talked with the city government, saying maybe you have 1000 service centers in your city, but with an online presence you can serve a lot people.
+
+ clkao> Mobile definitely helped to expand outreach — evidently in the next decade or so we'll put internet-enabled devices on the entire population. To me, more than outreach of connectivity, it's more like caretaking of minorities...
+
+ david> In FCC we had 18 different forms. We went with online (508-compliant of course), but still provide telephone numbers where people will key in to the system, where human operators will route people through properly.
+
+ tonyq> We have a PKI card system...
+
+ david> In .us we're having fierce privacy protections...
+
+ tonyq> For example to buy drugs or alchohol over the internet where one needs proof of being 18+... I'm thinking about this issue but there's no clear consensus yet.
+
+ david> TCP/IP is not inherently identifying and/or secure. For every solution you're trying to do, someone will be able to spoof it.
+
+ tonyq> Maybe we can have two- or three-factor authentications.
+
+ david> The way one sits — gesture-print, biometrics, etc. — can be identifying of course, but it's gonna be hard — 100% is not posible.
+
+ au> Talking about the simplifying process and discourse community of getting badgets to ministries.
+
+ david> We tried to semantically analyze the verbs and nouns in one executive order, it eventually became a 5x5 poster. This process also identifies the flaws in laws, and identify gaps and redundancies.
+
+ au> The main objective is getting a safe space for agency people to speak both as themselves, as well as representatives.
+
+ clkao> Maybe next week's g0v underground podcast can have a screen-cast demo of vTaiwan in action!
+
+ *meeting concludes after taking group photo; joseph clkao au tonyq remains
+
+ joseph> off-record discussions on GFW, MAC, etc.
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