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Archive for November, 2010

Ireland needs to revise its 3% GDP target for R&D upwards (via Ninth Level Ireland)

November 17, 2010 Leave a comment

Ireland needs to revise its 3% GDP target for R&D upwards "Former Intel CEO Craig Barrett has said that the 3pc target for investment of GDP into R&D for Ireland is no longer a reasonable target and called for increased State investment in R&D projects …" (more) [John Kennedy, Silicon Republic, 16 November] … Read More

via Ninth Level Ireland

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Clay Shirkey on Collapsing Societies, Institutions and Business Models (… and how about universities?)

November 11, 2010 Leave a comment

Clay Shirkey in a much-commented upon post addressing collapsing business models, institutions and societies (this post has been around a while). Read the whole post – it seems very relevant to the way all sorts of instutions are actively resisting the call of the future at present. Universities in general seem resistant to this sort of institutional collapse, as they have survived for so long (but will particular universities be able to resist such institutional collapse, given the host of pressures that are building?). To re-write the financial watchdog warning: perhaps past survival of a university is no guarantee of future survival!

A quote:

In 1988, Joseph Tainter wrote a chilling book called The Collapse of Complex Societies. Tainter looked at several societies that gradually arrived at a level of remarkable sophistication then suddenly collapsed: the Romans, the Lowlands Maya, the inhabitants of Chaco canyon. Every one of those groups had rich traditions, complex social structures, advanced technology, but despite their sophistication, they collapsed, impoverishing and scattering their citizens and leaving little but future archeological sites as evidence of previous greatness. Tainter asked himself whether there was some explanation common to these sudden dissolutions.

The answer he arrived at was that they hadn’t collapsed despite their cultural sophistication, they’d collapsed because of it. Subject to violent compression, Tainter’s story goes like this: a group of people, through a combination of social organization and environmental luck, finds itself with a surplus of resources. Managing this surplus makes society more complex—agriculture rewards mathematical skill, granaries require new forms of construction, and so on.

Early on, the marginal value of this complexity is positive—each additional bit of complexity more than pays for itself in improved output—but over time, the law of diminishing returns reduces the marginal value, until it disappears completely. At this point, any additional complexity is pure cost.

Tainter’s thesis is that when society’s elite members add one layer of bureaucracy or demand one tribute too many, they end up extracting all the value from their environment it is possible to extract and then some.

The ‘and them some’ is what causes the trouble. Complex societies collapse because, when some stress comes, those societies have become too inflexible to respond. In retrospect, this can seem mystifying. Why didn’t these societies just re-tool in less complex ways? The answer Tainter gives is the simplest one: When societies fail to respond to reduced circumstances through orderly downsizing, it isn’t because they don’t want to, it’s because they can’t.

In such systems, there is no way to make things a little bit simpler – the whole edifice becomes a huge, interlocking system not readily amenable to change. Tainter doesn’t regard the sudden decoherence of these societies as either a tragedy or a mistake—”[U]nder a situation of declining marginal returns collapse may be the most appropriate response”, to use his pitiless phrase. Furthermore, even when moderate adjustments could be made, they tend to be resisted, because any simplification discomfits elites.

When the value of complexity turns negative, a society plagued by an inability to react remains as complex as ever, right up to the moment where it becomes suddenly and dramatically simpler, which is to say right up to the moment of collapse. Collapse is simply the last remaining method of simplification.

 

Trinity College Institute of Neuroscience Strategic Plan 2010-2016

November 11, 2010 Leave a comment

Blogging has been light recently because of the usual term-time stuff. However, we have launched our Institute of Neuroscience Strategic Plan (also available via google docs).

See here for the Trinity press release and TCIN Strategic Plan Nov 2010 Final for the summary presentation pdf.

The graphics are fantastic, and the plan itself is short and sweet.

A quote:

Our animating ethos rests on the belief that major and fundamental research problems are best solved by combining research strengths across disciplines and levels of analysis.

Combining our strengths in this way will allow us to deliver major scientific discoveries of great consequence for human health, welfare and knowledge.

Table of Contents:

  1. Why Explore the Brain? [Our short, simple answer: ‘Understanding the structure and functions of our brains brings us a good way along the path of understanding ourselves as humans. Progress in understanding the nervous system materially benefits human health, welfare and knowledge.‘]
  2. Trinity College Institute of Neuroscience Mission
  3. Transformative Neuroscience
  4. Context
  5. Trinity College Institute of Neuroscience Today
  6. Trinity College Institute of Neuroscience Tomorrow
  7. Research Focus 1: Synapses, Cognition and Behaviour
  8. Research Focus 2: Neuropsychiatry and Neurodevelopmental Disorders
  9. Research Focus 3: Neurodegeneration, Neuroprotection and Neuroplasticity
  10. Platform Technologies: Imaging and Neural Engineering
  11. Innovation
  12. Education
  13. Contribution to Society and Outreach
  14. Future Opportunities
  15. Measuring Impact: Hard and Soft Metrics
  16. Final Thoughts

Read it!