My personal select top ten links from Twitter 9/3/2010 through 9/9/2010. The best of the best and/or the most important stuff I tweeted last week.
1. Technology is not an ‘either/or’ and the Internet is an expression of our deep craving for connection. Great BBC video via dmlcentral Great video from the Virtual Revolution of Stephen Fry talking about technology.
2. Transliteracy Research Group: The Shallows and how I stopped reading it in favour of gazing out of the window an interesting look at isolation, connectedness, multitasking and engagement from Sue Thomas.
3. Simple Tip Turns Kindle into Ultimate News Reader – My Kindle came last week so I am on the look out for tips to get the most out of it. This post tells you how to use it to read your Google Reader feeds.
4. IT in the Age of the Empowered Employee – This is a plug for a book, Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business, one I full intend to read. If you run an IT department or deal with one it looks like this is worth reading.
5. The Dirty Truth About Digital Fasts – I could easily quote the whole article. Seriously go read it.
As people trade stories about how they survived, or even thrived, offline, I’m troubled by the underlying narrative, that our ability to unplug is necessary to prove that we’re not Internet addicts. We’re supposed to demonstrate our grasp of human relationships by our ability to relate face-to-face, as well as online. We’re supposed to show that we can be present by being absent from the web.
But why do we have to describe our time offline as if we’re going into some kind of recovery program? The very idea of a digital “cleanse” implies that our time online makes us dirty; the idea of a digital “fast” suggests that there’s a virtue in going without.
Here’s another framing: We plug in because we like it.
When we’re online — not just online, but participating in social media — we’re meeting some of our most basic human needs. No, not the need to read the latest Lindsay Lohan update.
Needs like creative expression. The need to connect with other people. The need to be part of a community. Most of all, the need to be seen: not in a surface, aren’t-you-cute way, but in a deep, so-that’s-what’s-going-on-inside-your-head way. Put yourself out there online, as you truly are and with what you truly think, and you can have that experience of being seen.
6. what you should know about calling 911 from a cell phone via @agahran @cnntech some very important information about calling 911 from a cell phone, especially if you only have a cell phone like me.
7. read this! On Great Myth of the Librarian Grays – a great post from Colleen Harris on the recent discussions about the supposed retirement within the library profession that was supposed to open up endless job opportunities for new librarians.
8. Great thought-provoking article. Why We Don’t Need More Women In Tech… Yet via @ALA_TechSource @griffey@feliciaday an in-depth look at (the lack of) women in tech, the push for more and what’s wrong with that thought process.
9. Too Few Women in Tech? Stop Playing the Blame Game via @WomenWhoTech @fastcompany another look at the women in tech issue, this time from one of the organziers of Women Who Tech TeleSummit
Do you have an exceptional performer on your team — a person who stands head and shoulders above everyone else? If you do, it can be a wonderful gift for a manager to have an employee whom you can count on to get the right results; who thinks about what else needs to be done without being told; who doesn’t need to be pushed or motivated; who is always asking to do more.
Unfortunately many managers don’t know how to deal with such exceptional employees. They often unintentionally dampen their star performance or cause them to find better opportunities elsewhere. I’ve seen many cases where, instead of leveraging top talent, the manager has quietly suggested that the employee “slow down” or “do more research” or “wait for the right time” or “keep those ideas to yourself for now.” I’ve even seen managers allow their teams to ostracize or marginalize the top performer so that other people won’t “feel bad.”