Hum 110 wake tech week 1 introductions, syllabus and overview061409

Editor's Notes

• #2: For the next few months we will explore only one topic: How WE changed because of the TOOLS we developed. We will look at this question using only two tools. The change of technology over time and the system that supports the devices we think of as technology. Some of the change you will find was for the betterment of humanity. There are, it seems, always unintended consequences too. These can be detrimental. There are usually ‘opportunity costs” we surrender in exchange for the benefits of technology. What are the intended consequences of technology then? Quality improvements (effectiveness) Quantity improvements (efficiency) Sometimes technology happens. Then we find a purpose for it. You might consider what constitutes a purpose for society. If there is no economic demand, is there purpose? Edison ’s first use of the phonograph is to record “Mary Had a Little Lamb.” Did that constitute a purpose?
• #3: What is the impact of technology on society ’s treatment of... -Pornography? The assumption that our society traditionally made about pornography was that if it offended you, “Don’t look!” That is no longer possible. Whether we like it our not, it enters our home via the internet. The values of the community where you live are no longer relevant. -Copyrights? The “cut and paste” functions and the ease of copying music and video have rendered Western tradition about the creation and ownership of intellectual property. -The Rights of the Free Press and Bloggers? If anyone can write a blog or post on Facebook, is everyone entitled to refuse to divulge their sources to criminal or civil investigations? Are bloggers accountable for the truth of the material published? -Surveillance? Privacy was an important tenet of Western civilization. Between 1996 and 2004, authorities installed over 1m surveillance cameras in London alone. Privacy has become passe ’. Our constitutional protections were written in simpler times. They have needed constant reinterpretation, but the nature of technology revolutionizes what we considered rights and protections.
• #4: The Syllabus is divided into the following elements: The Introductory Section includes… -Course description -Instructor information -Textbook information The Policies Section includes… -College standard policies and practices -Instructor policies and practices Some key things to remember: -Late assignments are accepted up to one week after the original due date. These are accepted with a ten percent penalty. -Late assignments will not be accepted after one week. -Make-up quizzes and exams are not permitted unless arranged for in advance. Review the Course Syllabus on Blackboard. You will want to be confident that you understand The Course Outline (course content) Expected Outcomes (student skills and knowledge developed) Minimum Course Requirements Major projects and their point values Criteria for Success Course Schedule All weekly activities appear in the Blackboard Assignments Folder each week. Let ’s find the folder and review the assignments due next week. Let ’s also review the information in … Course Welcome Course Navigation Tour Orientation … if you have not already.
• #5: Rudy Volti is a leading authority on the history of technology. Volti ’ s theory is that there are four equal “ e lements of technology ” : artifacts, organizations, attitudes and skills. Some of Volti ’ s ideas are the product of his study of Nathan Rosenberg ’ s work. Rosenberg, while at Stanford University, helped invent the modern discipline of technological history from what had been Economics. But Rosenberg made the following statement that becomes more interesting the longer one thinks about it. He said: The idea that an invention reaches a stage of commercial profitability first and is then "introduced" is, as a matter of fact, simple minded. It is during a (frequently protracted) shakedown period in its early introduction that it becomes obviously worthwhile to bother making the improvements. This suggests that the invention that Volti calls an “a rtifact ” is developed without the benefit of an organizational or attitudinal change to support it. The public remains blissfully unchanged while the inventor sweats out the technology. “ O rganization ” does not refer necessarily to a group of people. It could refer to a pre-tested series of steps to build the artifact. The sequence of these steps together is called a methodology. Another example might be the certification process that guarantees the expertise of a person who has completed a program of study or the warranty that guarantees an “ a rtifact ” will work. Organizational improvements do not normally come from the inventor. These are usually the contribution of management rather than the technologist or scientist. As Rosenberg advises, these are developed after the invention, during that “ s hakedown ” period, Volti ’ s “ a rtifacts ” take shape in the mind of the scientist; organization comes from the manager ’ s mind. How about “ a ttitudes? ” These changes come from—you. Cloud computing made it possible to share data, operating systems, software and to cut costs. But before the artifacts that support “ T he Cloud ” could be successful, you had to accept that your data would be secure when it moved from your computer to the big server in the sky. Only after you accept a technology can it play a part in changing society. Finally there is the matter of “s kill. ” There are actually two completely different sets of skills associated with a technology. We tend to focus on the skills of the inventor. In fact, considering the changes to society that technologies produce, the skills developed by the users are ultimately more significant than the skills of the inventor. In the last years of the 1980s, computers switched from navigation by arrows (up/down, left/right arrow keys) to the mouse. Hardware and software development skills were needed by the technology ’ s inventor to create the mouse, but the new mouse would have sat on a shelf if the PC-using public couldn ’ t develop the more delicate touch that was needed to navigate by mouse. To encourage the development of mouse navigation skills by users, new computers were equipped with games that used simple movements like Solitaire. This encouraged users to develop the touch needed for this new navigation. Mouse navigation was considerably faster than navigation by arrow keys, so it was good for business too. Computer users developed an “ a ttitude ” of acceptance toward the mouse after developing the “ s kill ” to use the mouse ( “ a rtifact ” ). What was the advancement in “ o rganization? ” Although there may not be an organization for every artifact, in this case, we might think of the collection of GAMES under a common FOLDER would be an example of Volti ’ s element of “ o rganization. ” These four factors may not each have equal weight if you look at the relative merits of each. You might think instead that technology is like a three-legged stool supported by structures (like “o rganization ” but distinguished from a mere group of people), sensibilities (corresponding to Volti ’ s “ a ttitudes ” ) and, preserving the alliteration, skills. These three legs support the device which is a physical object. That is the purpose of technology just as the seat is the purpose of a stool. A structure, like the FOLDER we described, can contain files that serve any number of devices—mouse, camera or audio speakers. The sensibility (similar to Volti ’ s “ a ttitude ” ), indicating a trust in cloud computing, also props-up eCommerce. The skill that allows a user to manipulate a mouse also supports touch-screen technology and cell phone navigation. In fact, I would offer that technology is not a collection of separate elements but a system of devices, skills, structures and sensibilities. Examples of Volti ’s elements and Ward’s three-legged stool Device or Artifact: The needle, looms, interchangeable parts. Skills: Addition, inventory taking, bookkeeping, cost accounting. Structure or Organization: Specialization, the division of labor and project management. Sensibility or Attitude: The Medieval view of labor, The Guild, Piecework and the modern principle of acceptable breakage. The Elements of Technology Skills Artifacts Organization Attitudes
• #6: The owner of a business will be more efficient and effective in some of the roles she or he must play than in others. The ability to complete work is limited by... The level of effort the person is able to invest Dependencies Proficiency or knowledge Let ’s suppose that business is the production of files to download music for local bands. Let ’s look at some of the implications of the Structure (or Organizational element). In a sole proprietorship the owner plays the role of... Technician Manager Purchasing Agent Salesman Chief Financial Officer Maintenance Crew Administrative Staff Payroll Department Etc.
• #7: Sometimes one element or support can give birth to another. If you think about “organizing” the tasks you will have to complete for this course, you might find the need for a new skill. That new skill is called “Project Management.” The Project Management skill allows you to schedule each task you will perform in the sequence that allows for the greatest measure of success. Some tasks can be done at any time; others are “dependent” on the completion of .a previous task. You cannot come to class unless you have completed registration. Some tasks can be started; then suspended. Others must be completed start to finish without interruption. Group activities can be broken down so that tasks can be done “concurrently.” This is an example of the relationship between skills and structure (or organization) in support of the skill of MP3 file creation.
• #8: Let ’s consider technological advancement on a somewhat grander scale. Consider the building of the great pyramids. Snofru of the Old Kingdom is considered by many to be the most innovative. He built three pyramids including the first smooth surfaced (un-tiered) structure the Bent Pyramid and the Red Pyramid. Since he built three tombs for himself, burial was not his only goal. He conquered Nubia and other surrounding kingdom. The structures solidified his position as king and conqueror. The Great Pyramid of Giza built by Khufu or Cheops, 4th Dynasty 2575BC 480 ft tall, 750 feet square base (maximum variation of only 7 ﾓ )2.3m blocks weighing 2.5 ton each on average, some as large as 16 tons, The granite roof slabs on the burial chamber weigh 50 tons each All walls are precisely angled at 51 degrees 52 and are accurately oriented to the four compass points A knife blade can ’t be inserted between the masonry. Built by 100,000 men over twenty years, Of limestone from 8 miles away and granite from 100 miles up the Nile [From <National Geographic> "Giza Pyramids Hold Pharaohs ’ Ancient Secrets” By Brian Handwerk] Khufu ’s son, Pharaoh Khafre, built the second pyramid at Giza, circa 2520 B.C. His necropolis also included the Sphinx, a mysterious limestone monument with the body of a lion and a pharaoh ’s head. The Sphinx may stand sentinel for the pharaoh ’s entire tomb complex. The third of the Giza Pyramids is considerably smaller than the first two. Built by Pharaoh Menkaure circa 2490 B.C., it featured a much more complex mortuary temple.Each massive pyramid is but one part of a larger complex, including a palace, temples, solar boat pits, and other features. The powers of the kingdoms of Egypt ebbed and flowed. Lands like the Sudan were taken and lost. Impressing the new subjects was an important factor in keeping the pharaoh OUT OF THE TOMB. He conscripted teams of young men from new territories to show his power, to keep an eye on potential insurrections, and to impress political rivals within the palace. The Inca Emperor Pachacuti built his estate Machu Picchu for the same reason. Identifying the technological device is easy. It ’s the pyramid. Now consider the supports that were required-- -The skills of construction, astronomy and mathematics -The structure of organizing work-gangs, assigning tasks (project management), timing the arrival of stone from distant quarries (materials management). -The sensibilities of aiding political stability with the magnificent structures.