Here are some thoughts so far, I wont go too much into my thoughts about it all, because I am still thinking, thinking, thinking...

In chapter 2, Eric talks about how the 18th century evangelicals decided to leave the city of London with all its danger, cruelty, bad language, suffering etc and create suburbs and towns on the outskirts where they could just hang out with Christians, applying 1 John 2:15-16 to their living situation: "Do not love the world or the things of the world".  Eric says "What should separate us from the world should be our character and actions, not our zip code.  We are "set apart" in how we live, but we are "sent out" into the world".

In chapter 3 Eric talks about the greek word - oikos, which translates to "house" or "household", so our friends, family and sphere of influence.  He also talks about another greek word - xenos, which translates to "stranger", "foreigner" or "alien".  Chapter three is about having a party theology, where we look for opportunities to fellowship with others. He says "A party theology includes a host who not only gives generously to the guests but has a generous invitation list.  We need to go out and seek the people who need a friend and those who want or even need a party.  Inviting friends and family makes sense, but we need to not overlook the ones who are xenos (out there) who need to be oikos (in here) - the ones noone else has invited."  

In a world like ours, there must be people screaming out for some kind of fellowship, people who feel like they are "xenos".  Christians should be the first to try to reach out to those people.  Eric gives many examples of how Jesus reached out to these kind of people; tax collectors, samaritans, prostitutes, and we should do the same. 

In a few minutes there is a documentary in TV3 about Brian Tamaki, the "Bishop" of Destiny Church NZ, called "The Life of Brian".  As someone who has been portrayed as being quite discriminatory towards "xenos" people, or people with views/beliefs/habits contrary to those that Christians believe, it will be interesting to see how he is portrayed in this documentary.  It promises a behind-the-scenes look into his life.  I have always tried to keep an open mind when I have read the media surrounding Tamaki, as I understand that a lot of it is a newspaper trying to get a good headline, and also, back in my Te Awamutu days, he was the pastor of the church I went to, and he seemed alright back then.    

A quote I just heard on the television ad for the documentary is Brian Tamaki saying "I believe that Christianity is the most tolerant religion on the earth".  The word tolerant is an interesting one - The tag line on Peppermint-filled Pinatas is "Breaking through tolerance and embracing love" so maybe the question from the reporter could be - "Ok, so you say Christianity is the most tolerant of all religions, but...is it the most loving?  Hmmmmm... I don't know about that one.

P.S. Why do I always fill up with petrol the day BEFORE the petrol goes down? :D

Most of you guys/gals know that I am headed to Grenada on a mission trip with about 4 other people from my church.  While down there, we are going to try and bless some people of Grenada by helping to rebuild and recondition some of their homes that have been destroyed by recent hurricanes.  We are also going to be doing some street ministry and spreading the Word of God and His love.  Another cool thing that we're planning on doing is hosting a small festival for some of the children in this foreign country to help brighten their day.

This is a very awesome mission that we have planned, but is also very expensive for us.  We have no financial backing to help us travel there or to even purchase supplies needed for reconditioning the homes and for the festival.  This is all coming out of our own checking accounts.  I am writing this blog not only to let you know what we are planning on doing, but to also ask you for your prayers and fiancial support.  Each person travelling has a goal to raise $1200 which will cover our flight and our room/board while being down there.  This isn't enough to cover supplies but we are hoping to raise above and beyond what we need for the travel costs.

If you would like to help with our mission, checks can be mailed to our church mailing address at the following:

The Bridge Church
P.O. Box 76017
Highland Heights, KY 41076

Checks can be made payable to "The Bridge Community Church" and please write "Josh Davis - Grenada Trip" in the Notes section on the check.  Even ten or twenty dollars can go a long way...

If you cannot help financially, you can definitely help us by keeping us in your prayers as this is equally important to any financial contribution.

http://www.xenosministries.com
http://www.thebridgenky.org

(Did you notice that sound? It seems every time I utter that phrase or write it down I hear faint and far away, like the tolling of distant bells in a country not my own, a murmur of cash registers opening. Enterprise 2.0. There it is, again.)

It's not that I think it is a fraud. Not entirely. It seems very likely that certain kinds of social networking will migrate into common business usage in the future, and improve effectiveness in all kinds of ways. It's just that I feel ... well, the best way I can put it is that when I read some Enterprise 2.0 writing I find myself reminded of a movie directed by Louis Malle, My Dinner with Andre. Do you know it? There are only two main characters: Andre who is a patrician, elegant refined intellectual of the theatre, and Wally who is a playwright/actor of humble means. They meet in a fancy New York restaurant for dinner. I hope you will forgive me for quoting a long passage from the movie's transcript (legend has that it was mostly ad libbed).

ANDRE: You see, Wally, there's this incredible building that they built at Findhorn. The man who designed it had never designed anything in his life; he wrote children's books! And some people wanted it to be a sort of hall of meditation, and others wanted it to be a kind of lecture hall, but the psychic part of the community wanted it to serve another function as well. Because they wanted it to be a kind of spaceship which at night could rise up and let the UFOs know that this was a safe place to land, and that they would find friends there? So, the problem was--'cause it needed a massive kind of roof--was how to have a roof that would stay on the building but at the same time be able to fly up at night and meet the flying saucers? So, the architect meditated and meditated, and he finally came up with the very simple solution of not actually joining the roof to the building! Which means that it should fall off, because they have great gales up in northern Scotland. So, to keep it from falling off, he got beach stones from the beach, or we did, 'cause I worked on this building, all up and down the roof just like that, and the idea was that the energy that would flow from stone to stone would be so strong, you see, that it would keep the roof down under any conditions, but at the same time if the roof needed to go up, it would be light enough to go up! Well, it works, you see. Now, architects don't know why it works, and it shouldn't work, 'cause it should fall off, but it works, it does work: the gales blow and the roof should fall off, but it doesn't fall off. [Pause. Coughing in the background.]

WALLY: Yep. Well, uh. D'you wanna know my actual response to all this? I mean, do you want to hear my actual response?

ANDRE: Yes!

WALLY: See, my actual response, I mean...I mean...I mean, I'm just trying to survive, you know. I mean, I'm just trying to earn a living, just trying to pay my rents and my bills. I mean, uh...ahhh. I live my life, I enjoy staying home with Debby. I'm reading Charlton Heston's autobiography, and that's that! I mean, you know, I mean, occasionally maybe Debby and I will step outside, we'll go to a party or something, and if I can occasionally get my little talent together and write a little play, well then that's just wonderful. And I mean, I enjoy reading about other little plays that other people have written, and reading the reviews of those plays, and what people said about them, and what people said about what people said, and.... And I mean, I have a list of errands and responsibilities that I keep in a notebook; I enjoy going through the notebook, carrying out the responsibilities, doing the errands, then crossing them off the list!

And I mean, I just don't know how anybody could enjoy anything more than I enjoy reading Charlton Heston's autobiography, or, you know, getting up in the morning and having the cup of cold coffee that's been waiting for me all night, still there for me to drink in the morning! And no cockroach or fly has died in it overnight. I mean, I'm just so thrilled when I get up and I see that coffee there just the way I wanted it, I mean, I just can't imagine how anybody could enjoy something else any more than that! I mean...I mean, obviously, if the cockroach--if there is a dead cockroach in it, well, then I just have a feeling of disappointment, and I'm sad.

But I mean, I just don't think I feel the need for anything more than all this. Whereas, you know, you seem to be saying that it's inconceivable that anybody could be having a meaningful life today, and you know, everyone is totally destroyed. And we all need to live in these outposts. But I mean, you know, I just can't believe, even for you, I mean, don't you find...? Isn't it pleasant just to get up in the morning, and there's Chiquita, there are the children, and the Times is delivered, you can read it! I mean, maybe you'll direct a play, maybe you won't direct a play, but forget about the play that you may or may not direct. Why is it necessary to...why not lean back and just enjoy these details? I mean, and there'd be a delicious cup of coffee and a piece of coffee cake. I mean, why is it necessary to have more than this, or to even think about having more than this. I mean, I don't really know what you're talking about. I mean...I mean I know what you're talking about, but I don't really know what you're talking about.

[Excerpt sourced from here .]

I am just utterly in sympathy with Wally. I've spent close to the past year working on a software application, Xenos, which I believe does some very useful things and could really assist people using information in an organization. This is my equivalent of "and if I can occasionally get my little talent together and write a little play, well then that's just wonderful".

"I know what you're talking about, but I don't really know what you're talking about." That pretty much sums up my reading of many Enterprise 2.0 texts. To give you an example, here is an extract from Jeff Nolan's blog Venture Chronicles.

Basically the entire RSS market has been built around a use mode of subscribe-then-read, and that is likely to continue as an exclusive model for many users or in parallel to other use modes. The weakness in this approach is that you only know what you know, as in you have [to] know about a feed before you can subscribe to it... and I generally work off the approach that it's far more likely that the best content on any keyword is not necessarily found in my OPML.

There are an increasing array of companies that are working on a next generation of feed consumption use model, built not around the explicit subscribing of feeds and chronological consumption of content. In order for RSS to get to the next level of mainstreaming we have to think in terms of behavioral filtering of content and discovery of new content sources based on explicit preferences or inferred preferences derived from behaviors. This is exciting for me as a user.

I think one of the reasons why Techmeme has proven to be a consistent favorite is that this next generation model is partly how Gabe built the system. Through using Techmeme I am essentially outsourcing feed discovery to the service and consuming content not based on subscriptions but topics. As a users [sic], ordinary or power, I would like to have a personal Techmeme that delivers content based on my consumption habits, or put another way, my attention streams.

To further develop this model, I would like to see a social dimension develop that pushes up/down content based on a collaborative filter that takes into account my social graph and what they are consuming and rating, explicitly or otherwise. The problem with rating that we need to overcome is that a very small percentage of people will actually score content, so that's why the attention streams become valuable, through activities they are effectively scoring content.

[Venture Chronicles: The Future of RSS]

Let me state clearly here that I am really not disparaging Mr. Nolan's thoughts or writing. I do think, however, that we could express most of what is said above like this:

People are often unaware of good sources of information and good information. One way of ameliorating this would be to link them indirectly to the information used by people with whom they have close associations. This can be done both through overt links, such as tags placed by individuals, and by tracking what these associated people actually view and make use of.

These are truly useful thoughts, and I think that if most of us could access something like this today, we would make some use of it. However, I don't think it is tremendously revolutionary. It's a useful addition to the way people already work.

What is lacking from this specific text, and from many other Enterprise 2.0 texts (and this is a criticism) is some idea about how to implement such changes. Often there seems to be a kind of "Darwinian" suggestion: people will change/adopt new technologies, because if they don't they will be left behind and their careers and livlihoods will suffer.

Anyone who has had any involvement with organizational change knows that is not the way it happens. Change happens because the people affected by the change manage at some stage in the process to start saying "yes" instead of "no". For people managing and implementing change, getting to that "yes" is what their work is all about. You only get to "yes" when you have truly considered everything that the change will affect, which includes the practical, the emotional and the social. Sometimes you have to be tough, too, but that toughness is meaningless without a background of reasonableness.

Most of Enterprise 2.0 concentrates on the capabilities offered by a set of tools. It's a little ironic that even as it pursues "the social" in terms of how these tools work, it seems to pass over "the social" in terms of how they are implemented. I think Douglas Engelbart had a far better idea (in the late1970s) of what Enterprise 2.0 might really be when he wrote:

A useful metaphor, "hill climbing." Each knowledge organization has to relocate itself, upwards through gradient lines of new skills, knowledge, methods and roles; struggling against the constant gravitational drag of uncertainty, the reaction to newness, the fatigue from unusual new exertions and postures, the false starts and wrong turns -- AND THE CLIMBING ENERGY CAN ONLY COME FROM WITHIN THE ORGANIZATION.

In my view, the only feasible approach involves an explicitly chartered, full-time, internal organizational unit whose main work is to facilitate the organization's self-development. It provides planning, coaching in hill-climbing techniques, guiding, and general facilitation; but each of the other organizational units has to do its own scrambling and sweating to get its membership into a coherent new grouping up on the next level place.

There will have to be exploratory groups that are the first to establish themselves at new levels on new parts of the hill; theirs will be much more difficult transitions than for the following groups, and the larger organization has to subsidize these exploratory probes as a general expense within its whole-organization evolutionary costs.

"Prototype" efforts seem so important; and they can't be done using minimal service systems. They have to be considered as an exploratory investment. And, consider that the process of conducting the first such prototype activities will constitute an exploratory investment in learning how to conduct prototype activities.

["Evolving the Organization of the Future: A Point of View," Douglas C. Engelbart, Proceedings of the Stanford International Symposium on Office Automation, March 23-25, 1980 (AUGMENT,80360,). ]

"Social" tools will likely be an important feature of future enterprises. But they are not a deus ex machina solution to any problems. The only "solution" is ongoing thoughtful consideration of problems, and the knowledge that persistent difficulties can only be solved by trying something new, and climbing that hill.

Where Xenos fits into this is that it is designed to augment the very good skills of key information workers who are employed, right now, in critical information tasks. It is an attempt to help them start climbing the next hill. And it's my earnest hope that if I can encourage them to do this, they will assist me, indirectly or directly, in climbing my next hill.

That's pretty much it, really. That, and the odd cockroach-free cup of coffee, and I'll count myself lucky.

One of its crucial concerns was the accuracy of the summaries. The operation took place at night, starting at 1am and finishing at 6am, so there wasn’t really time for editors to check every detail of every summary. So, basically, the people writing the summaries had to get it right.

When they didn’t get the facts right all sorts of bad things happened, especially as much of the content was syndicated to Bloomberg, where mistakes were rapidly noticed. Like the day one of the summaries reported the annual earnings of a major Australian company with the correct numbers -- only they were marked as millions of dollars instead of billions.

The software I proposed to management would correct this problem by comparing the summary with the content available online, and providing a report of any differences. Management turned me down, but I just went ahead and developed the software anyway. 

I went ahead because I thought management had turned it down because they didn’t believe such a thing was possible. It isn’t all that hard to build. All you do is grab the summary, extract anything that looks like a number, a proper name or a date, then see if a similar bit of text appeared on the web page that had the original article. There were a few obstacles in terms of getting currency formats right and all that, but nothing insuperable.

When I finally ran the software for a slightly miffed and surprised management, they were amazed. Especially as the first run turned up a series of serious errors. They immediately mandated that the program had to be run on every batch of information that was released.

Over the next couple of weeks, an amazing number of errors were found. And just about everybody in the office stopped talking to me.

I really hadn’t intended the software as a way of getting people in trouble -- quite the reverse. I thought if we had a reliable means of checking for errors, everyone could relax. Instead, management used the software as a way to criticize workers.

It’s a fairly typical software story, really. I did what I did with the best intentions for everyone involved, but by the time I was through I had disrupted the company culture in all kinds of ways. But I did help achieve a major objective, which was improving the accuracy of the summaries.

I think probably most software in offices gets developed under similar circumstances. The improvements you are striving to achieve are organizational rather than personal, and if personal feelings/sensibilities get hurt, that’s just something that happens.

The big problem with this approach is that it doesn’t work at all when it comes to introducing Knowledge Management (KM) or collaborative technologies. You can’t force people to collaborate effectively anymore than you can force two children who don’t like each other to play together. Yet most collaborative technology is introduced in the same way as my error-checking system was, as an imposition and a culture change ready-or-not. It’s little wonder that most KM and collaboration systems fail.

What is the alternative?

When it comes to building KM and collaborative systems, it may be necessary to invert this process. Instead of imposing organizational goals on individuals, we may have to think of imposing the goals of individuals on organizations.

What does this mean, really? Well, the best way I have of explaining what I think I mean is to tell you about the next version of Xenos I’m currently working on. Xenos at the moment is a great way to build individual RSS feeds for your organization or team, and allows you to distribute these as new RSS feeds or html email newsletters. The next version of Xenos is called Xenos Social, and it adds (not surprisingly) a social element to RSS.

Basically, using a Xenos RSS reader, people reading RSS feeds produced by Xenos Social will be able to post comments on any news item. They will also be able to tag any news item with both predefined and new tags. The comments and the tags will be recorded in a database, along with the original RSS news item.

So what -- or, from our new perspective, how does this benefit the individual? Well, in my experience, comments are pretty irresistible. Read an article that is full of errors and misinterpretations, and it’s pretty hard not to want to talk back. Or sometimes you think of something that is really funny to say. Younger executives might want to show off their knowledge. And so forth. Comments work.

Tags also work, especially in a close social setting. A special RSS feed is generated each day that lists any new tags invented the previous day, linked to what they tagged.

Importantly, all of this data -- comments, tags, the original RSS item, and the source material where copyright allows -- will be recorded in the database. At a later time every user can retrieve the data. So users might want to tag items with their own names, clients names, project names and so forth.

All this eventually should benefit the organization as well. Do a search on the RSS database, and you get not only the new items, but the comments made at the time, and tags, which will lead to more, associated news items.

This is “bottom up” KM/collaboration. I hope. I’m still busy developing the system!

DeLashmutt lays out a flexible frame work for discipleship in four square format: Counseling, Study, Prayer, Coaching.  Counseling will probably be dominant in a new relationship.  Ministry Coaching will probably dominant in a mature relationship. Prayer is maintained throughout. The Scripture study is there to fall back on when there is nothing else to talk about.  The discipler simply chooses which of the four is needed most that day.   

In the Xenos model, discipleship relationships happen one-on-one in same sex relationships, gathering 2-4x per month.  There are seasons, breaks, and transitions to the discipleship along the way - you establish a goal for the discipleship relationship and then either terminate or renew the relationship upon completion of that goal.  

Praises: The Xenos four square model is flexible, goal oriented, and incorporates a logical exit stage.  Their greatest strength is that they have married the idea of outreach and discipleship as inseparable responsibilities for all.

Critique: Asking people to do Sunday mornings, small groups, and discipleship relationships seems like a lot.  Can't we reach are ends more efficiently?  I am also hesitant about the hierarchy they have incorporated - in their discipleship relationships there is a clear cut distinction between the giver and the receiver.  I'd like to see a model where leaders and followers disciple each other.

A significant part of the development of computer technology has consisted of people either ignoring and passing over great ideas, or completely forgetting the lessons of the past. Looked at from that viewpoint, the last fifty years or so seem not unlike the battle of the Renaissance during the fading years of the Dark Ages. Small islets of advanced technology have sprung up here and there, like tech-centric city-states, and been consistently overwhelmed by a kind of ox-like, obdurate failure to understand.

Today’s feudalism is fueled not by adherence to a religion that taught The World was essentially a form of training for purgatory and Hell, but by an enthusiastic belief in outmoded business processes and market structures. It’s an enthusiasm most often driven by two things: the comfort of the familiar, and the need by individuals to retain existing power relationships. (Curiously, the principle of power conservation extends not only to people wishing to retain the power they have over others, but also to maintain the current relationship with those who have power over themselves. The paradigm of "the boss" is just as persistent as the paradigm of "the worker".)

The Palo Alto Research Center (PARC) run by Xerox was one place of enlightenment during the 1970s. It brought forth much of the technology that we accept as being almost commonplace today: laser printers, high-speed networking and the display of high-quality graphics on computer screens. Indeed, much of what we now think of as "personal computing" was born there. But the business world was not yet ready to accept these possibilities, and that bright star eventually faded, though many of the ideas, isolated from a grander, coherent vision, found fertile soil and flourished.

Yet there was an even earlier islet of enlightenment created by Douglas Engelbart at the Stanford Research Institute during the 1960s. His achievements were demonstrated for the world to see at what has become known as "the mother of all demos" in San Francisco in 1967. Dr. Engelbart sat at a desk in front of a packed hall, a giant 40 foot screen behind him displaying wonders only a little less fantastic than those of the movie 2001: A Space Odyssey released the following year. You can see a recording of that day here.

Dr. Engelbart invented the computer mouse; indeed, he invented much of the modern language of computer interaction, such as windows that integrated text, pictures and even video. Yet how many high school students in the USA even know his name, let alone the litany of his achievements — including the invention of email? To read more about his work and fascinating life, please visit bootstrap.org.

Dr Engelbart has been driven throughout his life by a sense of mission, a kind of dogged purpose from which he has refused to be diverted. As Dr. Engelbart saw it, one of the central problems facing the world was that increasingly important, increasingly complex decisions would have to be made as society and civilization itself continued to develop. Remember, the 1960s had looming over it the shadow of the atomic and the hydrogen bomb, devices which seemed to grant mankind almost god-like control over the immediate universe — albeit only power to destroy, not create. Dr. Engelbart believed the only way we could possibly survive would be to better develop our capacity for dealing with complex problems. (The best introduction to his ideas is likely found in one of his papers Toward High-Performance Organizations: A Strategic Role for Groupware.)

That meant, for him, two primary human faculties had to be better developed. The first was the way we deal with information. He saw a vital need for systems that would make it possible for us to absorb vast quantities of information by categorizing it and storing it in systems of retrieval that worked primarily through the paradigm of the outliner. Secondly, he worked hard to develop systems that would enable easy collaboration, even over considerable distances, so that the very best minds could be put to work together on solving the most difficult problems.

The third element of his thinking was that to enable these developments and changes it was critical to concentrate on what he termed "C activities". Dr Engelbart divided business activities into three groups, A, B and C. "A" activities are those that relate directly to production, including product R&D, accounting, sales and so forth. "B" activities are those which enhance the performance of "A" activities, for example the introduction of an email system. "C" activities are those that enhance the way both "A" and "B" activities are performed. A "C" activity might be to determine the best way, sociologically, to introduce a new email system.

The hope was that every improvement made would eventually drive improvements in the improvement process itself. Introducing email to an environment which had previously not had such a form of communication would improve its functioning. But email would also help people developing email itself to develop better email. And that "better email" would help to produce an even better email. In other words, there is the potential to match the exponential development of complexity in world society with an exponential increase in human capability.

Dr. Engelbart referred to these ideas and the environment they created as "augmentation". Augmentation, importantly, places the human at the center of decision-making activities. In this it differs significantly from its close cousin, "automation". Automation is largely about discovering consistent patterns of interaction, and developing responses to these patterns. Augmentation is more interested in "the novel iteration", the pattern that is not a pattern.

Consider one of the classic cases of automation we face in the modern world. Type a number, a tab, followed by some text, and press Return in Microsoft Word, and the program will automatically format that line as part of a numbered outline. This is handy if you were starting an outline, and a bit distressing if you were not. The same sequence, for example, might be for the heading to a chapter.

So, how would an augmentation system handle the same scenario, which comes down to making commonplace tasks more easy to achieve? Where automation typically matches patterns to statistical likelihood ([a] 95% of the time people are seeking to create a bulleted outline list and [b] 85% of users have no idea how to do that kind of formating), augmentation seeks to find insights of connection instead. In fact the two examples, a bulleted item in a list and a chapter heading, are very much the same thing. For example, in a table of contents, a chapter heading is basically an item in a bulleted list. The difference is immediate context.

Instead of number-tab-Return meaning "format as bullet", the same sequence in augmentation could mean "form a data-order point". How that dop gets formated would depend on specific context.

So, under augmentation what is happening is that an artifact from the "dead" analog world, formating to communicate intent, is being transformed into something in the "live" digital world, a semantic gesture that indicates structure and meaning.

This is very much the basis of the system that Dr Engelbart developed, which he called NLS (for oNLine System) and demonstrated that day in San Francisco. In NLS, everything functions as a kind of dop. This "outlining" system (and, yes, Dr Engelbart invented online outlining) enabled not only the ordering of information, but instant navigation to any dop.

From our modern, post-1995 perspective, it is necessary to develop this system slightly further. The hierarchical order of an outline document is really only one possible view of what is really a set of related nodes. Hierarchy specifies that the meaning of the connections between the nodes is essentially "parent-child". Other views of these connections might be "equality", "association", or "relatedness". Thus if we have two dops or elements that are related to each other, we have four possible entities being defined: each element, the connection, and the entity formed by the elements and the connection in combination.

Outlines and RSS

What has all this got to do with RSS?

Each RSS file is a form of recorded outline. The channel is the top order element, and each RSS item is subordinate to this - it’s a classic "parent-child" relationship. In the sense outlined above, an RSS feed is a single nodal element, containing other nodal elements, in a relationship that is defined in the channel element.

One of the people responsible for the early development of RSS, Dave Winer, made great use of this outline relationship in the programming environment he developed, Frontier. Frontier was based on outlining; its scripting language was expressed in outlines (similar to the indentation system used in the Python scripting language, which is also a form of outline), and the object database at the center of all Frontier activity was also expressed as an outline in the interface. In Frontier it was relatively trivial to read RSS feeds into an outline, and manipulate its contents.

Mr. Winer also developed the OPML file format, which today is commonly used to provide lists of RSS feed subscriptions/references, known sometimes as "blogrolls" (when they involve blogs), which function somewhat like playlists in iTunes. OPML, however, was originally a means of rendering in OPML the state of an outline element in Frontier.

Frontier, and the content management system built on its base, Manilla, are yet another islet of brilliance that somehow got passed over. Frontier is now an opensource project. You can get a good taste of how it functions by using Mr. Winer’s OPML editor, which he has generously made available here .

Enter Xenos

At the core of Xenos is the rather simple thought: what would happen if we joined together OPML files and RSS files fairly directly? We would have the content provided by each RSS node, which could be hierarchically organized in the OPML format.

The native format in which Xenos saves files is exactly that: a root element that contains OPML elements that contain RSS elements that contain RSS items. This is also the experience of using Xenos: it is essentially an outliner that enables users to import RSS feeds, and then freely rearrange their elements across this hierarchy.

Additionally, however, Xenos seeks to re-integrate the final element of the hierarchy, the web pages to which the items point, back into consideration. Thus, when viewing the individual details of each RSS item, Xenos also summons up the web page to which the detail points.

Xenos departs fairly radically from existing systems for manipulating RSS feeds in that it is based on augmentation, rather than automation. Its goal is not to automatically present a reader with a set of relevant news items (through active searches or filtering), for example, but rather to make it as simple as possible for a user to make and break the connections between items.

It is strongly focused, in Dr Engelbart’s terms, on enhancing B and C activities. The hope is that it will provide a base system on which further developments can be built, in particular those that involve the social possibilities of RSS, and the development of socially based knowledge management within organizations.

En este post podréis encontrar todos los doramas subtitulados al español con sus correspondientes enlaces para descargar.

Desde aquí queremos agradecer a estos fansub así como a los "freelance" por su trabajo.

Estaremos actualizando este post cada cierto tiempo, así que nos gustaría que colaboraseis con nosotras y nos hicierais un poquito más fácil este recuento, que es taco difícil ;3

• "Autunm tale" hardsub por DNF
• "A Love To Kill" softsub en Asia Team
• "A million Stars Fall from the sky" softsub en Asia Team
• "Air City" softsub en Asia Team
• "All in" softsub en Asia Team
• "Anego" hardsub por ...
• "A lone in love" softsub en Asia Team
• "Bad family" softsub en DNF
• "Bad love" softsub en Asia Team hardsub en Aigoo Fansub
• "Bad Couple" softsub en AsiaTeam
• "Bambino" hardsub por YnoF
• "Beautiful life" softsub en Asia Team
• "Byakuyakou" hardsub por DNF
• "BUSOKOI" Harsub por K-F
• "Capital Scandal" softsub en DNF sofsub en Allzine
• "Crazy for you" softsub en Allzine
• "Coffee Prince" softsub en Asia team
• "Coma" harsub por DNF
• "Comenzó con un beso,ISWK"hardsub en DNF"
• "Dal ja's spring" hardsub por DNF softsub en Allzine
• "DDBoys" hardsubpor Kuroi Himes
• "Devil beside you" softsub en DNF
• "Delighful Girl Choon-Hyang" softsub en Asia Team
• "Densha Otoko Deluxe- The last crusade" softsub en Asia team
• "Detective Conan:Kudo Shininchi return" por LTS
• "Evasive Inquiry Agency" softsub en Asia team
• "Exhibition of firework" softsub en Asia Team
• "Erai Tokoro ni Totsuide Shimatta!" softsub en Asia team
• "El hombre del Viñedo" softsub en DNF
• "Engine" harsub por DNF sofsub en Allzine
• "Fantasy Couple" softsub en Asia Team
• "Frog street" softsub en Asia Team
• "Freeze" softsub en Asia Team
• "Friends" softsub en Asia Team
• "First kiss" softsub en Asia team
• "Full House" hardsub por DNF
• "Flower for my life" softsub en Asia Team
• "Green Rose" softsub en Asia Team
• "Get Karl! Oh Soo Jung" softsub en Asia Team
• "Goong" softsub en Asia Team hardsub por V.I.P
• "Hanakimi" (Ikemen Paradise) hardsub en el Mono de Japón y softsub en DNF
• "Hanoi Bride" softsub en Asia Team
• "Hello miss" softsub en Asia Team
• "Haikei Chichiuesama(Dear Father)" softsub en Allzine
• "Hanayome to papa" hardsub por kamefansub.
• "Hero" softsub en Asia Team
• "Hero SP" Softsub en Asia Team
• "Hong Gil Dong" softsub en DNF
• "Honey&clover" hardsub en DNF
• "Hotaru no Hikari "hardsub por Dorama Go
• "Hello My teacher" softsub en Asia Team
• "Himitsu no Hanazono" softsub en Asia Team hardsub por S-F
• "Hachimitsu to Clover" softsub en DNF
• "Hotelier" softsub en Asia Team
• "Iru Team medical Dragon 2" softsub en Asia Team
• "I'm sorry, I love you" softsub en Asia Team
• "If in love...like them" softsub en Asia Team
• "I'm Sam" por V.I.P
• "Iryu Team Medical Dragon" softsub en Asia Team
• "Jotei" hardsub en Aigoo Fansub
• "KamisamaMou sukoshi dake" hardsub opr Kpo Fansub
• "Kamen rider kiva" hardsubpor UsF
• "Karei-naru Ichizoku" softsub en Asia Team
• "Kekkon Dekinai Otoko" softsub en Asia Team
• "Ko One" hardsub por Fahrenheit lovers
• "Kindaichi shoumen no jikenbo" hardsub por YnoF
• "kimi wa petto" hardsub por YnoF
• "La reina de las Nieves"(Snow Queen) softsub en DNF The Snow queen hardsub en Aigoo Fansub
• "Love story in Harvard" softsub en Asia team
• "Life" hardsub por Koi Fansub
• "Lobbyist" softsub en DNF
• "Loveholic" hardsubpor V.I.P
• "Long love letter" hardsub por KoiFansub
• "My name is Kim Sam soon" hardsub por DNF
• "My sister in law is19" hardsub en Aigoo Fansub
• "Marrying with a millionaire" hardsub por Kame
• "My Boss my heroe "por? Mafalda15
• "Mi hermano mayor" "Uri Hyung" hardsub por KameFansub( Gracias chicos^^)
• "Meteor garden" por F4Pawa
• "Monogatari" hardsub en el Mono de Japón
• "Nana2" hardsub por YnoF
• "Nemurero mori" por koi Fansub
• "Nine Tailed Fox" softsub en Asia Team
• "Nodame cantabile" softsub en DNF
• "Nodame cantabile sp europa" harsub por Asia-Revolution
• "Nurse Aoi" hardsub por 'mo fansub
• "Oishii proposal" softsub en Asia Team
• "One percent of anything" softsub en Asia Tea
• "One fine day" softsub en Asia Team
• "Only you" softsub en Asia Team
• "Orange Days" por Koi Fansub
• "Over the rainbow" hardsub por HangukTv softsub en Asia Team
• "Papa to musume no Nanokakan" softsub en Asia Team
• "Que sera sera" softsub en Asia Team
• "Resurrection" softsub en Asia Team
• "Robber" softsub en DNF y Allzine
• "Ringu Saishuushou" softsub en Asia Team
• "Rondo" softsub en Asia Team
• "Romantic princess" hardsub en Fanatic@s
• "Sekachu" hardsub por DNF
• "Shimokita Glory Days" hardsub por DNF
• "Seito Shokun" hardsub en el Mono de Japón
• "Sad Sonata" softsub en Asia Team
• "Sailor Fuku to kikanjuu" softsub en Asia Team
• "Sailor suit and machine gun" softsub en Allzine
• "Spring day" softsub en Allzine
• "Sexy Voice and robot" softsub en ASia Team
• "Super Rookie" softsub en Asia Team hardsub por MiM Fansub
• "Snow in August" softsub en Asia Team
• "Soulmate" por Ame no Yuki
• "Summer Scent" softsub en Asia team
• "summer x summer" por Akai Fansub
• "Sang doo Let's go to school" softsub en DNF
• "Sweet 18" por MiMFansub
• "Sunadoke: El reloj de arena" por K.F
• "Tantei Gakuen Q "Especial" softsub en Asia Team
• "Taiho shichauzo! (estás arrestado)" por 'moNF
• "Taiyou no Uta" softsub en DNF
• "tatta hitotsu no koi" hardsub por Koi Fansub
• "Tal vez amor..." hardsub por DNF softsub por asiateam
• "Thank You" softsub en Allzine
• "Tokio Tower" hardsub por DNF softsub en allzine
• "Tsubasa no Oreta Tenshitachi" hardsub por DNF
• "The Legend" softsub en Asia Team The Legend sofsub en Allzine
• "Thousand years of love" softsub en Asia Team
• "Time Between Dog and Wolf" softsub en Asia Team hardsub en Akai Hana Fansub
• "Tiger& Dragon" hardsub en Aigoo Fansub
• "The Tree of Heaven" hardsub por Ninfa
• "The person I love" softsub en Asia Team
• "Ultraman" softsub en Allzine
• "Utahime" hardsub por Kuroi Himes
• "Ustoppable Marriage" softsub en Asia Team
• "Ushi ni negai wo-lover&farm" por KoiFansub
• "Warui Yatsura" softsub en Asia team softsub por S-F
• "What star did you come from?" softsub en Asia team
• "What happened in Bali" Softsub en Allzine
• "Witch Amusement" softsub en Asia team hardsub por KaMe
• "War of Money" softsub en Asia team
• "Wedding" softsub en AsiaTeam
• "What's up Fox ?" softsub en Asia Team
• "Wonderful Life" softsub en Asia Team y Allzine
• "Who are you?" softsub en Asia Team
• "Winter Sonata" hardsub por DNF
• "Why Why Love" por Kuroi Himes
• "Xenos" softsub en Asia Team
• "your and my secret" softsub en DNF
• "Yasashii Jikan" softsub en DNF y en allzine
• "Yamada Tarou Monogatari" softsub en DNF "Yamada tarou" hardsub en el Mono de Japón
• "Yama Onna Kabe Onna" softsub en AsiaTeam
• "Yasashii" Jikan softsub en Allzine
• "14 Sai no Haha - Una madre de 14 años" softsub en DNF
• "9 outs, 2ends" softsub en Asia Team

Ugly!! Zo heet hij. Maar lelijk vind ik hem zeker niet. Ik zag hem en moest hem gelijk meenemen! Vond hem zo leuk. Hij is ook vrij groot. Zat nog even te twijfelen vanwege de prijs. Maar kon het gewoon niet laten. Er zijn nog 3 anderen in de serie. Deze wil ik ook nog graag hebben:

En dit zijn de andere 2 uit de serie: