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Collaborative Mediation: How the Power of Collaboration in Social Computing Demands Greater Thought Diversity

Collaborative Mediation: How the Power of Collaboration in Social Computing Demands Greater Thought Diversity

Brian Goodman
Copyright: © 2012 |Pages: 19
ISBN13: 9781466608948|ISBN10: 1466608943|EISBN13: 9781466608955
DOI: 10.4018/978-1-4666-0894-8.ch002
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MLA

Goodman, Brian. "Collaborative Mediation: How the Power of Collaboration in Social Computing Demands Greater Thought Diversity." Collaboration and the Semantic Web: Social Networks, Knowledge Networks, and Knowledge Resources, edited by Stefan Brüggemann and Claudia d’Amato, IGI Global, 2012, pp. 21-39. https://doi.org/10.4018/978-1-4666-0894-8.ch002

APA

Goodman, B. (2012). Collaborative Mediation: How the Power of Collaboration in Social Computing Demands Greater Thought Diversity. In S. Brüggemann & C. d’Amato (Eds.), Collaboration and the Semantic Web: Social Networks, Knowledge Networks, and Knowledge Resources (pp. 21-39). IGI Global. https://doi.org/10.4018/978-1-4666-0894-8.ch002

Chicago

Goodman, Brian. "Collaborative Mediation: How the Power of Collaboration in Social Computing Demands Greater Thought Diversity." In Collaboration and the Semantic Web: Social Networks, Knowledge Networks, and Knowledge Resources, edited by Stefan Brüggemann and Claudia d’Amato, 21-39. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0894-8.ch002

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Abstract

Individuals are the generators and consumers of content, and in doing so, make up a substantial presence in the literate internet, above and beyond the formal media outlets that make up the minority. Accelerating the explosion of content are Web 2.0 interactions, where participants are encouraged to engage with primary content. These social spaces are a platform, supporting often-overlooked micro-interactions referred to in this chapter as digital fingerprints. In parallel, companies construct web experiences that uniquely deliver Internet inspired experiences. However, the competition that divides popular Internet destinations is absent in well run intranets. Collaboration and cooperation among internal web properties offer a unique opportunity to organize people and information across disparate experiences. An example of such a solution is IBM’s Enterprise Tagging System, a collaborative classification and recommendation service that knits employee identities and destinations together through fingerprints. The benefit of creating such a common service also exhibits the side effect and power of the relative few participants. It introduces the desperate need to consider how actions and relationships affect user experiences. The success of social systems requires a high level of diverse participation. This diversity is what ensures the mediation and influence of co-creation and collaborative filtering is not overly narrow.

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