Merge pull request #1063 from kronosapiens/sources-6-1

Add Colony and GlassFrog examples, trim whitespace

contents/english/6-1-workplace.md

@@ -16,7 +16,7 @@ Yet there is little question that remote work has real downsides.  Some of these
 
 Remote immersive shared reality (ISR) significantly enhances team building and training across disciplines by facilitating collaborative and creative teamwork in virtual environments. Global collaboration in virtual environments has been effective for interdisciplinary teamwork, particularly in healthcare education[^healthcare], highlighting its utility in overcoming geographic barriers.[^GlobalCollab] Virtual worlds foster team creativity by providing avatars for personal expression, immersive experiences for co-presence, and tools for modifying environments, enhancing creative collaboration across distributed teams.[^TeamCreativityInVirtual] Furthermore, 3D virtual worlds and games, like those developed in [Second Life](https://secondlife.com/) for team building, offer cost-effective solutions for enhancing communication, emotional engagement, and situational awareness among team members, proving essential for teamwork in safety-critical domains.[^Game4TeamBuilding][^VirtualTeamWork]
 
-In-person teams often engage in a variety of joint learnings or other not-directly-productive activities to build team trust, connection and spirit.  These range from casual lunches to various kinds of extreme team sports, such as "trust falls"[^TrustFall], simulated military exercises, ropes courses, etc.  What nearly all these have in common is that they create a shared activity that benefits from and thus helps develop trust among members, in a similar manner to the way we discussed shared military service developing strong and lasting cooperative bonds in the [Post-Symbolic Communication](https://www.plurality.net/v/chapters/5-1/eng/?mode=dark) chapter.  
+In-person teams often engage in a variety of joint learnings or other not-directly-productive activities to build team trust, connection and spirit.  These range from casual lunches to various kinds of extreme team sports, such as "trust falls"[^TrustFall], simulated military exercises, ropes courses, etc.  What nearly all these have in common is that they create a shared activity that benefits from and thus helps develop trust among members, in a similar manner to the way we discussed shared military service developing strong and lasting cooperative bonds in the [Post-Symbolic Communication](https://www.plurality.net/v/chapters/5-1/eng/?mode=dark) chapter.
 
 Obviously most such activities currently rely heavily on being in person, thus many hybrid and fully remote teams, especially those that have many members who started as remote employees, miss the team-building benefits created by such activities or can achieve them only at considerable travel expense.  ISR offers significant potential for overcoming this challenge.  Lunches among sufficiently realistic avatars, ones reflecting detailed facial expressions for example, may soon help bring the rich connections achieved in the office within the reach of remote teams.  While it would seem impossible to achieve the vivid connections of parties or extreme sports in remote shared reality, there is increasingly strong evidence that real experiences of fear and trust can develop in sufficiently realistic simulated environments.[^fear]  As "e-sports" begin to rival the popularity and, in the right ISR environments, physical intensity of in-person physical sports, the benefits of "campus athletics" may increasingly make their way to remote work.
 
@@ -50,7 +50,7 @@ Meetings are a central part of white collar work, consuming on average approxima
 
 While meetings have a variety of goals and structures, perhaps the most common type is an attempt to share a variety of perspectives on a common project to achieve alignment and assignment of responsibilities.  Such meetings are closely connected to the deliberative conversations we highlighted in our chapter on [Augmented Deliberation](https://www.plurality.net/v/chapters/5-4/eng/?mode=dark).  An important reason why, despite the rise of asynchronous communication via services like [Slack](https://slack.com/), [Teams](https://www.microsoft.com/en-us/microsoft-teams/group-chat-software) and [Trello](https://trello.com/), synchronous meetings remain so prevalent is that asynchronous dialogs often suffer from the same lack of thoughtful time and attention management that are necessary to make synchronous meetings successful.  Approaches like Polis, Remesh, All Our Ideas and their increasingly sophisticated LLM-based extensions promise to significantly improve this, making it increasingly possible to have respectful, inclusive and informative asynchronous conversations that include many more stakeholders.
 
-⿻ practices and tools can also enable more open and inclusive conversations about the biggest issues facing the organization. Today, the responsibility for setting direction is typically limited to the top of the pyramid.  This simplifies strategy development, but at the cost of resilience and creativity: if a handful of executives are unwilling to adapt and learn, the whole organization stalls. And even if executives were all exceptional visionaries, their combined intellect is unlikely to suffice for the task at hand.  What is instead required is a process that harnesses the ingenuity of everyone who has a stake in the organization’s success, as highlighted by [W. Edwards Deming](https://en.wikipedia.org/wiki/W._Edwards_Deming)'s work on [Total Quality Management](https://en.wikipedia.org/wiki/Total_quality_management).[^Deming]   Imagine an open conversation that generates tens of thousands of insights and ideas (for instance around customers' needs or emerging trends) and uses collective intelligence to combine, prioritize, and ultimately distill them into a common point of view about what lies ahead. What are the big opportunities that can redefine who we are?  What are the biggest challenges we need to tackle head-on?  What aspiration truly reflects our common purpose?  By opening the conversation to new voices, encouraging unorthodox thinking, and fostering horizontal dialogue, it's possible to transform a top-down ritual into an exciting, participative quest to define a shared future. 
+⿻ practices and tools can also enable more open and inclusive conversations about the biggest issues facing the organization. Today, the responsibility for setting direction is typically limited to the top of the pyramid.  This simplifies strategy development, but at the cost of resilience and creativity: if a handful of executives are unwilling to adapt and learn, the whole organization stalls. And even if executives were all exceptional visionaries, their combined intellect is unlikely to suffice for the task at hand.  What is instead required is a process that harnesses the ingenuity of everyone who has a stake in the organization’s success, as highlighted by [W. Edwards Deming](https://en.wikipedia.org/wiki/W._Edwards_Deming)'s work on [Total Quality Management](https://en.wikipedia.org/wiki/Total_quality_management).[^Deming]   Imagine an open conversation that generates tens of thousands of insights and ideas (for instance around customers' needs or emerging trends) and uses collective intelligence to combine, prioritize, and ultimately distill them into a common point of view about what lies ahead. What are the big opportunities that can redefine who we are?  What are the biggest challenges we need to tackle head-on?  What aspiration truly reflects our common purpose?  By opening the conversation to new voices, encouraging unorthodox thinking, and fostering horizontal dialogue, it's possible to transform a top-down ritual into an exciting, participative quest to define a shared future.
 
 [^Deming]: W. Edwards Deming, "Improvement of Quality and Productivity through Action by Management", *National Productivity Review* 1, no. 1 (1981): 12-22.
 
@@ -60,7 +60,7 @@ Beyond office politics, national politics are also increasingly entering and div
 
 Many businesses and roles have "standard career paths", recruiting primarily graduates from a limited number of degree programs, set of professional backgrounds/experiences, etc.  While these businesses often regret that they thereby exclude many talented and diverse candidates, recruiting from backgrounds that have lower "hit rates" is often very costly: it would require them to learn to identify promising resumés from a broader range of settings, verify accomplishments and credentials outside of typical channels,  send representatives traveling more and further, understand unfamiliar dimensions of diversity and train those who may be less prepared for the culture of their organization. The rigidity created by this hiring process is a leading reason so many are forced into the narrow paths of learning we highlighted in the previous chapter.
 
-The capabilities of social identity systems, modern large language models (LLMs) and remote shared reality technologies may help in addressing many of these challenges. Network-based verification systems, as we described in the [Identity and Personhood](https://www.plurality.net/v/chapters/4-1/eng/?mode=dark) chapter can allow the secure verification of a diversity of credentials and accomplishments across a large gulf of social distance rapidly and cheaply.  LLMs, properly trained and fine-tuned, should soon allow the "translation" of resumés not just across languages, but across diverse social contexts, helping hiring managers understand "equivalent" qualifications across a range of settings and a diversity of paths that could support performance in a role. They can similarly help applicants better understand the range of roles their background may qualify them for.  
+The capabilities of social identity systems, modern large language models (LLMs) and remote shared reality technologies may help in addressing many of these challenges. Network-based verification systems, as we described in the [Identity and Personhood](https://www.plurality.net/v/chapters/4-1/eng/?mode=dark) chapter can allow the secure verification of a diversity of credentials and accomplishments across a large gulf of social distance rapidly and cheaply.  LLMs, properly trained and fine-tuned, should soon allow the "translation" of resumés not just across languages, but across diverse social contexts, helping hiring managers understand "equivalent" qualifications across a range of settings and a diversity of paths that could support performance in a role. They can similarly help applicants better understand the range of roles their background may qualify them for.
 
 They also may be able to provide a richer sense of the range of diversity spanned by a company's customer base that would be helpful to represent among employees and help them to empathize and connect with customers. It could also allow human resource departments to optimize for diversity in more sophisticated, intersectional ways rather than simply seeking to match population proportions in salient categories. Remote shared reality experiences can help them hold interactive recruiting events in a wider range of venues at lower cost and allow applicants a deeper sense of the work environment.  They can also accelerate the acculturation and onboarding processes much as we described in the previous chapter. In short, these tools can together allow for a future of human resources that reaches a far wider range of talent and allows opportunities for everyone to shine as the unique intersectional contributors they are.
 
@@ -70,7 +70,7 @@ In most organizations, power—whether it's about controlling resources, making
 
 [^Human]: See Hamel and Zanini, op. cit. ch. 9.
 
-In ⿻ workplaces, the traditional single hierarchy can be complemented by multiple, issue-specific hierarchies in the spirit of the ⿻ theory of identity. Power can shift fluidly based on contribution. Emerging technologies can help match value added with decision rights. For example, natural language processing can sift through communication data to spot associates who consistently provide valuable insights on specific topics. Generative foundation models (GFMs) can create dynamic social graphs that pinpoint key network figures and provide rich context on the nature of their connections and compile feedback from various sources to present a comprehensive assessment of an individual's "natural leadership." These approaches recognize and reward valuable contributions of people irrespective of role, and serve as a reality check for those who still occupy formal positions of authority.  Over time, they can reduce dependency on formal hierarchies altogether.
+In ⿻ workplaces, the traditional single hierarchy can be complemented by multiple, issue-specific hierarchies in the spirit of the ⿻ theory of identity. Power can shift fluidly based on contribution. Emerging technologies can help match value added with decision rights. For example, natural language processing can sift through communication data to spot associates who consistently provide valuable insights on specific topics. Generative foundation models (GFMs) can create dynamic social graphs that pinpoint key network figures and provide rich context on the nature of their connections and compile feedback from various sources to present a comprehensive assessment of an individual's "natural leadership." Digital platforms like [Colony](https://colony.io/) and [GlassFrog](https://www.glassfrog.com/) can help operationalize these values, providing neutral and transparent "substrates" onto which flexible organizatonal cultures can be built. Taken together, these approaches aim to recognize and reward valuable contributions of people irrespective of role, and serve as a reality check for those who still occupy formal positions of authority.  Over time, they can reduce dependency on formal hierarchies altogether.
 
 ### Supporting intrapreneurship
 
@@ -108,5 +108,5 @@ Ibid.
 [^Game4TeamBuilding]: Jason Ellis, Kurt Luther, Katherine Bessiere, and Wendy Kellogg, “Games for Virtual Team Building,” _Proceedings of the 7th ACM Conference on Designing Interactive Systems_ (February 25, 2008): pp 295–304, https://doi.org/10.1145/1394445.1394477.
 [^VirtualTeamWork]: Heide Lukosch, Bas van Nuland, Theo van Ruijven, Linda van Veen, and Alexander Verbraeck, “Building a Virtual World for Team Work Improvement,” _Frontiers in Gaming Simulation_, 2014, 60–68, https://doi.org/10.1007/978-3-319-04954-0_8.
 [^MRexample]: Lin Lu, Honglin Wang, Pengran Liu, Rong Liu, Jiayao Zhang, Yi Xie, Songxiang Liu, et al., “Applications of Mixed Reality Technology in Orthopedics Surgery: A Pilot Study,” _Frontiers in Bioengineering and Biotechnology_ 10 (February 22, 2022): https://doi.org/10.3389/fbioe.2022.740507.
-Ibid. 
+Ibid.
 [^PixarsHead]: Pixar Headquarters and the Legacy of Steve Jobs (2012) https://officesnapshots.com/2012/07/16/pixar-headquarters-and-the-legacy-of-steve-jobs/