Stop #SOPA and #PIPA


Two bills before Congress, the Protect IP Act (PIPA) in the Senate and the Stop Online Piracy Act (SOPA) in the House, would censor the Web and trample the First Amendment. These bills would impose harmful regulations on American business and would block legitimate uses of the Internet. It’s yet again another power grab by the government against individual liberty.

The Senate will begin voting on January 24th.

Wikipedia has removed its content for a 24-hour period today in protest of censorship. If you try to conduct a search on the site, you’re taken to a page where you can search for your Congress representative by ZIP code.

A number of websites have either blacked themselves out today or have posted other commentary concerning SOPA and PIPA. A number of sites provide petitions to urge Congress members to vote down these bills, including:

Here’s a good story about the issue by the New York Times.

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Starfish and spiders as problem-solvers


A lot of business books claim to provide vital knowledge. Every so often one of these books actually delivers.

Last fall I read a fascinating book titled “The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations” by Ori Brafman and Rod A. Beckstrom. The term “starfish” refers to leaderless organizations like Wikipedia, while “spider” refers to a company that has a traditional top-down leadership model.

I was fascinated by the concept of leaderless organizations, never having thought of Craigslist or Napster in that fashion. Although those websites had founders who administered them, their success was based on users having the right to act as co-administrators. This makes sense in hindsight – think of the popularity of television shows like “American Idol” where audience members vote to determine the contest’s winner. Realty show voting and Internet sites give everyone a voice in this age of social networking.

I’ve been revisiting “The Starfish” lately to gain new insights into the starfish concept. One chapter is devoted to hybrid organizations, or those that have aspects of both starfish (leaderless) and spiders (top-down management). The chapter mentions the work of David Cooperrider, a professor at Case Western Business School who developed the concept of “appreciative inquiry.”

Appreciative inquiry is used to solve problems in organizations. People from all levels of a company participate in pairs to interview one another. As the book states, a janitor may ask the CEO questions, which are provided by Cooperrider to encourage people to open up. Cooperrider’s intention is to break down the hierarchy. After the interviews conclude, participants get together to brainstorm, and every person’s idea is treated with respect. Since everyone feels they had a voice, they are more likely to buy into any plans that result from the session.

The “Starfish” authors make their case for the appreciative inquiry technique despite its sounding like a “touchy-feely” method. They note that the technique led to resolving a dispute between truckers and management at one of the world’s largest truck companies. The process also was credited with the creation of a strategic plan at the U.S. Navy.

You don’t have to view conflicts as an unavoidable part of doing business; disagreement can be healthy when it is managed effectively and channeled into creative problem-solving where everyone’s voice is heard in a respectful way. It’s only when respect is thrown out and disagreement is unmanaged that it becomes destructive conflict.

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