Change & Innovation – Page 25 – Public Intelligence Blog

2005/01/292009/12/04

Review: Civilization and Its Enemies–The Next Stage of History

5 Star, Change & Innovation, Civil Society, Complexity & Resilience, Consciousness & Social IQ, Culture, Research, Future, History, Information Society

A Rare “Must Read for Liberal and Conservative Alike,

January 29, 2005

Lee Harris

Very few books cause me to question–even reverse–intellectual views that have been 52 years in the making. This book has done so. Although I have been uneasy for many years with America's loss of its warrior ethic and fit society, and the abdication by many Americans of their civic responsibility to understand foreign events and forces that threaten our way of life, this book for the first time in my somewhat extensive reading, has both crystallized the “fire alarm” nature of 9/11 in a unique manner, and caused me to hold the neo-conservative and unilateral militarists in somewhat greater regard. It even caused me to appreciate Zionism is a new light (while still despising corruption, lies, deception of allies, and inherent genocide–but still, a new look)–quite an accomplishment.

This is a difficult book to read–I recommend that it be read quickly, for flavor, rather than slowly, for trying to understand each sentence and each page could result in a loss of interest and quitting on the author before reaching the end. It's easier if you simply plug ahead and mark the high points–the book is full of gems of insight.

It is a very intelligent book, the *opposite* of the blind bible-thumping “there's only one book that matters” true believers that I am accustomed to hearing from, yet this book very elegantly complements the obsessive views of the bible-thumpers. This awesome book comes down to one question: what are you willing to die for? and one challenge: how many of you (us) are willing to die for anything at all?

The most important point that I drew out of this book was its legitimate and here-to-fore unarticulated criticism of intellectuals and liberals for having forgotten that their hard won liberties came at the cost of blood, and that utopian ideals are fantasies that distract one from the harsh truths of the real world. Others will focus on the author's more publicized point, that Al Qaeda is a ruthless enemy that hates us to the point of wanting to simply die while we die with it, and that is a useful point, but the two go together: we cannot be effective against our external enemy unless we also recognize our internal enemy, those mind-sets that prevent us from being effective in defending our values and our liberties.

There are three flaws or missing contexts in this book, and I mention them only to stress that while I hold this book in very high regard and am more accepting or tolerant of the neo-conservative viewpoint as a result, it is a partial view, nothing more. It does not address the corruption within our own society, where elected presidents, corporate CEOS, the churches, the New York Times, charities, and–today–the Boy Scouts–are all found to lack ethics and be frauds; it does not address the external diseconomies imposed by immoral capitalism; and it does not address the stark realities overseas that are going to wipe us out without any help from terrorists: the 59 plagues, the 18 genocides, the 32 failed states, the loss of potable water, etc.

In short, this author is absolutely world class on the fundamentals of recognizing that some people, you simply have to hunt down and kill. He does not address what I think of as “track two”: we need to stabilize & reconstruct the rest of the world so as to minimize the number of people we have to hunt down and kill.

He makes a good and excellent case for acting unilaterally, and for ignoring–even being dismissive of–the fraud of “sovereignty” that is represented by the United Nations and all these little “piss-ant” countries that are comprised of an elite that loots the country, and masses of impoverished, illiterate, “peasants” that represent potential hoards of human locusts carrying disease, crime, and instability wherever they migrate to….

He does not, however, satisfy me in addressing the lack of good faith among leaders who correctly choose to defend the nation with unilateral militarism, but also choose to lie to the public and betray the public trust by concocting false claims and by manipulating secret intelligence to their own ends.

On balance I find this book to be extremely important–one that liberals as well as conservative must read. It stresses the role of family as an antidote to gangs (something Lee Kuan Yew of Singapore champions constantly, and the Chinese generally have understood for centuries). The author also criticizes modern education for presenting “finished” or ideal concepts, and not providing the students with the life experience to learn the hard way that life is about compromise, trade-offs, partial satisfaction, etcetera. He ends by celebrating creative destruction and the value of commitment, including blind faith commitment when crunch time comes and one has to be obedient to the leaders we have trusted with our survival.

I value what this author has done. I take from this work three goals for the future:

1) We must reconstitute our society as a fit society with a warrior ethic and an inclination to study the outside world, not simply retreat into drugs/alcohol and sedative soap operas;

2) We must, as a society, agree that ruthlessness and the will to fight to the death matters, when faced by enemies that have no thought of compromise and have demonstrated by suicide that they are more than willing to do so themselves; and

3) We must–this is the part the author does not cover (see my lists for books that do)–formulate a grand strategy, a sustainable grand strategy, for addressing the 20 global problems that J.F. Rischard has identified, so as to prevent those problems from spawning more terrorists and sending our way more plagues, more illegal immigrants, more criminals.

This book is easily one of 25 books that I would recommend to every American and to most foreigners.

2004/12/242009/12/04

Review: Counterculture Through the Ages–From Abraham to Acid House

5 Star, Change & Innovation, Complexity & Resilience, Consciousness & Social IQ, Culture, Research

From Socrates to Brand, Sterling, and Rheingold: Good Stuff,

December 25, 2004

Ken Goffman a.k.a. R.U. Sirius

I found this book in an airport, and bought it for three reasons: 1) because Bruce Sterling plugged it; 2) because my 15-year old is well on his way to being part of the emerging counter-culture; and 3) because I do believe that “power to the people” is now imminent–not if, but when.

It starts slow, quickly improves by page 50, and as I put down the book I could not help but think, “tour de force.” This is both a work of scholarship and an advanced commentary that puts counter-culture movements across history into a most positive context.

Across the ages, the common currency of any counter-culture is the will to live free of constraints, limiting the impositions of authority. Indeed, it is very hard not to put this book down with an altered appreciation for hippies, war protesters and civil rights activists, for the book makes it clear that they are direct intellectual, cultural, and emotional descendants of both Socrates and the Founding Fathers, especially Thomas Paine and Thomas Jefferson.

From Socrates to Taoism, Zen, Sufis, Troubadours, the Enlightenment, the Americans, Bohemian Paris, and into the 1950's through the 1970's, the author's broad brush review of the history of counter-culture in all its forms is helpful to anyone interested in how the next twenty years might play out.

The bottom line is clear: we need the counter-culture, and it is time for this century's culture hackers–of whom Stewart Brand may be the first–along with the author–to rise from their slumber.

Some side notes:

1) An underlying theme, not fully brought out, is that anything in excess or without balance can be harmful. Absolute dictatorship by religions is as bad as absolute secular dictatorship. Science without humanity, humanity without science.

2) The Jewish religion is favorably treated in this book as perhaps the most counter-cultural and individualistic of the religions. I found this intriguing and was quite interested in some of the specific examples.

3) I disagree with the author's attack on Roger Shattuck's “Forbidden Knowledge: From Prometheus to Pornography,” and would go so far as to say that the two books should be read together, along with “Voltaire's Bastards,” “Consilience,” and a few of the other books on my information society list.

The author concludes somewhat somberly, not at all sure that there is much good ahead. He very rationally notes that before we begin the next big counter-cultural movement we should probably focus on fundamentals first: do we have enough water, energy, food, medicine?

I agree with that, and I agree with John Gage's prediction in 2000, that DoKoMo phones in the hands of pre-teens, and Sony Playstations at $300 with access to the Internet, are irrevocably changing the balance of power. Jonathan Schell is on target in “Unconquerable World: Power, Non-Violence, and the Will of the People,” and both Tom Atlee (“The Tao of Democracy”) and Howard Rheingold (“Smart Mobs”) as well as James Surowiecki (“The Wisdom of the Crowds”) all show us clearly that information is going to out the corrupt and restore balance to our lives. It is not a matter of if, but when. Collective intelligence–public intelligence–is here to stay.

2004/12/182009/12/04

Review: Building a Knowledge-Driven Organization

5 Star, Capitalism (Good & Bad), Change & Innovation, Decision-Making & Decision-Support, Information Operations, Information Society, Information Technology, Intelligence (Public)

Superb book, my choice for gift to colleagues,

December 18, 2004

Robert H Buckman

Every once in a while airport bookstores carry something truly extraordinary. This is such a book. It is so utterly perfect, sensible, readable, and on target that Monday I am buying copies to give to colleagues I know are interested in making more of our global information accessible and actionable.

I am sure this book will alter the perceptions of any management team in any domain. At a larger level of international information sharing, what the Swedes are calling M4 IS (multi-national, multi-agency, multi-disciplinary, multi-dimensional (or multi-domain) information sharing), this book is the single best and most practical book for turning Industrial era organizations into Information era organizations.

There have been other great books that captured some of these ideas early on, from the popular (Alvin and Heidi Toffler's POWERSHIFT, Paul Strassmann's Information PayOff) to the inspired (Thomas Stewart's Wealth of Knowledge, Barry Carter's Infinite Wealth : A New World of Collaboration and Abundance in the Knowledge Era), but this is the one that I think absolutely must be read by every flag officer and every colonel aspiring to be a flag officer, and their counterparts across all industries.

Heavily marked up, this book is already a classic. The author is brilliant in an elegant understandable manner in making several key points in an action-oriented implementation-facilitating fashion:

1) Technology is the easy part–changing the culture is the hard part (from information hoarding to information sharing)

2) Command and control stovepipes are a big part of the problem–we have to nurture trust and responsibility in all levels by giving all levels access to all information (within reason).

3) Communications, computers, and library services as well as external business intelligence services all have to be rolled together under one executive that has “direct report” relationship with the CEO–it is the networking of humans and their knowledge that has value, not the hardware and software and hard-wired comms lines

4) If you are not rolling over half your software and hardware each year, with nothing in your C4I system more than two years old at any one time, then you are losing capacity, productivity, and profit

5) 85% of what you know cannot be captured in structured knowledge archives–only a living network can allow employees to provide just enough, just in time articulation of answers that can be created in real time–this allows a *dramatic* shortening of the business information answer cycle, from months to hours.

6) If the CEO does not get it, live it, and enforce it, it will not happen.

The author shares with us practical real-world experience that makes this book a real-world manifestor rather than just a visionary proposal. His practical suggestions lead directly to the possibilities of global issue networks such as J.F. Rischard recommends in his HIGH NOON: Twenty Global Problems, Twenty Years to Solve Them, but this book by Robert Buckman is the real deal, a true “revolution in business affairs.”

We've reached a tipping point. The day this book reached airport bookstores, the world changed. From this point forward, we are either implementing this author's wisdom and gaining value, or not.

2004/10/072009/12/04

Review: The Innovator’s Solution–Creating and Sustaining Successful Growth

5 Star, Change & Innovation

Illuminates Disruptive Innovation, Why Manager's Fail At It,

October 7, 2004

Clayton M. Christensen

Edited 20 Dec 07 to add links to natural capitalism books

I was talking to a friend the other day about why major (multi-billion dollar a year) companies are not good at innovation, and he recommended this book. Wow! Looking at the companies I know and admire, it all became clear. Innovation *is* disruptive; the most promising marketplace is the opposite of their existing defense and intelligence clients–the people that do not get adequate intelligence support from the existing cash cow; and all of the middle and senior managers (Washington-based) are incrementalists who had succeeded at building bodies-for-hire accounts over decades.

For those who feel an intuitive faith in disruptive endeavors, this book is inspiring and also instructional. It specifically suggests that entrants will beat incumbents when the objective is to substitute lower-cost good-enough solutions for client needs that are not satisfied by high end production. However, it also makes clear that the *last* place you want to sell disruptive solutions in to is the existing high end client base. Go for new customers and new contexts.

In government intelligence terms: stop trying to teach the spies that they need to do a better job on open sources of information in 33+ languages. Instead, go after the Departments of State, Commerce, Treasury, Agriculture, Homeland Security, and the elements of the Department of Defense that do not get adequate classified intelligence support. Establish Open Source Intelligence (OSINT) as a viable endeavor there, and in ten years come back and crush the spies in head on competition.

Three “litmus tests” that the authors put forward are very helpful to those seeking to monetize disruptive new ideas:

1) Is there a population of clients that has historically been under-funded, under-staffed, and have as a result *gone without*?
2) Is this group likely to appreciate lower cost “good enough” solutions?
3) Is it possible to be profitable while providing these clients lower cost good enough solutions (e.g. monitoring risk around the world, at the sub-state level, something the spies simply cannot do effectively despite their $50 billion a year budget)?

Another major lesson I drew from this book is that alternative channels can be phenomenally successful. One example the book uses: instead of selling low-cost throw away cameras through photography shops oriented to high-end perfectionists, move them into grocery stores and discount stores for the low-end market that could not afford a traditional camera. This *makes sense.* Hence, instead of trying to sell low-cost open source services to the people who think they have the most to lose from promoting them (the mandarins of the high-cost secrets), go instead to the least well-served end-users, the logisticians, acquisition managers, diplomats, etcetera, and get them to test localized rather than centralized solutions that then “explode” as other end-users see the low-cost success and emulate through decentralized adoption of new best practices.

The last half of the book is loaded with stuff useful to how I am going to structure my relationship with any major corporation–it focuses on a number of key factors including scale, profitability over growth, proprietary end to end solutions in the beginning, transitioning rapidly to open distributed solutions at the right moment, and ensuring that the team members are *not* (NOT) incrementalist line managers that succeeded by going along within a status quo system.

The following quote captures my perception of the imperfection of the guys at the top that don't get it: “In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in core businesses cannot be trusted to shepherd the creation of new growth.” (Page 183).

The book goes on to discuss the conflict between the traditional processes of managing traditional businesses, the conflict between traditional business values versus those of disruptive innovators (who can tend to alienate and aggravate executives used to having life just so), and between the “pace” of big organizations that need 12 months to think about an opportunity, and small “fleet of foot” innovators that can evaluate, act, write a proposal, and win million-dollar jobs over a week-end.

The authors are generally negative about business unit consolidation, and make the point that the bigger the business gets, the more process takes precedence over people. They specifically caution against a strategy of acquisition as a means of growth, documenting the terrible toll this can take as a cash flow drain, in essence saying that really big growth cannot come from incrementalist approaches. I put the book down with the feeling that the really big companies need to think seriously about launching spin-offs, as Charles Schwab did, and the really small companies, like mine, have a fighting shot at beating the hell out of the established beltway bandits who are too slow, too arrogant, and too rich to be serious about innovation for the future.

This book made me smile, and it made me think. Super piece of work.

Here are some recently published books that can be combined with this one to reintegrate and re-energize our economy:
The Battle for the Soul of Capitalism: How the Financial System Underminded Social Ideals, Damaged Trust in the Markets, Robbed Investors of Trillions – and What to Do About It
Blessed Unrest: How the Largest Movement in the World Came into Being and Why No One Saw It Coming
Natural Capitalism: Creating the Next Industrial Revolution
The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits (Wharton School Publishing Paperbacks)
The Ecology of Commerce
Cradle to Cradle: Remaking the Way We Make Things
One from Many: VISA and the Rise of Chaordic Organization

2004/08/082009/12/04

Review: The Path of Least Resistance for Managers

5 Star, Best Practices in Management, Change & Innovation

Not Just For Managers–Presidents and Teenagers Also,

August 8, 2004

Robert Fritz

I read this book because it is one of those recommended to the Commanding General of the U.S. Special Operations Command. After reading it, I think the Cliff Notes version would be useful to any President, and I have marked a number of pages for my teenager.

Sadly, the precursor to this book, written in 1984, was largely ignored by mainstream managers, just as proposals for intelligence reform were defeated in 1992 because the Pentagon was unwilling to give up budget authority for the good of the Nation. My point: better late than never. Grab this book and go with it.

I get two core points out of this reading: first, strive to balance opposites rather than going to one extreme or the other; and second, don't focus on resistance, but rather on opportunities. In the military this known as “going for the gap”–instead of pouring your reserve forces into the weakest point in *your* line, that is at risk of collapsing, you focus instead on finding the “gap” in the enemy line, you pour through that, and whip their ass from behind.

Much of this book is critical of both our current educational and our current managerial systems—both spend too much time teaching people what NOT to do, and very little time empowering people to think for themselves and create new “impossible” dreams.

The book has direct application to today's national security environment, when it points out that “pre-emptive strikes” are a form of avoiding reality and being reactive in advance rather than proactive and integrative, or transformative.

The emphasis on starting with the current reality (what my world would call “commercial intelligence”) may not be fully understood by most middle managers. When I started my company to do global commercial intelligence, our evaluation of the “competition” produced a surprising result: fully *half* of our competition came from our clients themselves, middle managers who thought they knew everything there was to know about their business, and were absolutely oblivious to the out-sourcing, privatization, plastic for steel substitution and the myriad of other threats that the Internet, Federal Express, tax laws, and Dutch and Chinese investment represented. Any manager reading this book who does not have a corporate “intelligence” capability (visit the Society of Competitive Intelligence Professionals for a fast read in), should be shocked into starting one immediately.

Visualization of perfection is in direct competition with rote performance and old metrics. Managers today are still largely “Cold War” managers focused on the traditional metrics of cash flow, cost reduction, short-term profit margins, and so on. Imagine what a difference it might make if the metrics could change, to include a focus on the health and knowledge of the individual employees, the health and knowledge of the community being supported and supporting the company, on changing the industry with standards and shared best practices, etc. In order words, managers need to move from a bunker mentality, where there is only one winner, to a network mentality, where multiple winners actually increase the totality of the profit over all and across previously unrelated communities of interest.

The last point that really struck me was the emphasis on transcendence (alluded to above) but interpreted by me, at least, as “born anew.” Whatever cost cutting measures we may have condoned in the past, whatever unethical practices including reductions in employee health benefits, etc. there is nothing standing in the way of any company's rebirth or any manager's resurrection and “rebirth” as a decent human being who can factor in human and ecological economics values (see my reviews of Herman Daly's various books).

We're killing America by killing our workers, and we are killing the world with predatory and immoral capitalism. This book is a valuable wake-up call for all managers, both in business and in government.

2003/09/242009/12/04

Review: The Two Percent Solution–Fixing America’s Problems in Ways Liberals and Conservatives Can Love

5 Star, America (Founders, Current Situation), Best Practices in Management, Change & Innovation, Congress (Failure, Reform), Democracy, Economics, Education (General), Executive (Partisan Failure, Reform), Future, Intelligence (Public), Justice (Failure, Reform), Peace, Poverty, & Middle Class, Survival & Sustainment

Re-Opens the Door to a Bright Future for America,

September 24, 2003

Matthew Miller

Edit of 21 Dec 07 to add links.

This book is politically and economically *explosive*. It joins The Radical Center: The Future of American Politics (Halstead & Lind) and The Cultural Creatives: How 50 Million People Are Changing the World (Ray & Anderson) as one of my “top three” in domestic US political economics, and it *also* joins The Soul of Capitalism: Opening Paths to a Moral Economy (William Greider) and Rogue Nation: American Unilateralism and the Failure of Good Intentions (Clyde Prestowitz) is my “top three” for international political economics.

This is a cross-over, transformative book that should be meaningful to everyone in the world, but especially to those Americans who wish to break out of the vicious downward spiral caused by partisan politics and voodoo economics–by elected politicians corrupted by special interests and consistently selecting short-term fraudulent “solutions” at the expense of long-term *sustainable” solutions.

By “2% solution” the author means 2 cents of every dollar in the national budget, or roughly what we have already wasted or committed to waste on the misbegotten Iraq invasion and occupation. The author crafts a viable proposition for thinking really big and coming to grips, in time to avert the looming disaster of the baby boomer pensions and the collapse of health care and education, with the four biggest issues threatening the national security and prosperity of the United States of America: universal health care; equal education for all, a living wage for all, and sustainable reliable pensions for all.

He sums it up in a gripping fashion: if we don't fund smart well-educated kids across the entire country, then we will not have the productivity we need to expand our pension funds and care for the boomers when they hit retirement. Smart kids now, safe retirement for today's adults. Any questions?

He is candidly (but politely) blunt when he states, and then documents, that both the Republican and Democratic party leaders (less Howard Dean) are lying to us about the answers that are possible (Prologue, page xiii). His book is an earnest–and in my judgement, hugely successful–attempt to create what the author calls an “ideologically androgynous” agenda for achieving social and economic justice in America with a commitment of just two cents on the tax-revenue dollar.

On the issue of teaching, he documents the “teacher gap” as one of the primary reasons for varying levels of performance–a gap that is more important than genetics or environment, and that is also resolvable by sound educational policy and funding. He brutally undresses both the Bush Administration, which is leaving every child behind, and the Democrats, who are “more symbol than cure.” Republican hypocrisy and Democratic timidity receive an equal thrashing.

On living wages, he documents the 25 million that are not covered; on pensions he documents the coming collapse of Social Security and other “off budget” and unprotected funds.

He provides four reasons why we have a dysfunctional debate (and one can surmise: why we need to change the Presidential election process in order to achieve truly open and substantive debates): 1) paralysis from political party parity; 2) old mind-sets and habits shared by *both* Republican and Democratic leaders (less Governor Dean); 3) the failure of the national press to be serious and critical and to contribute to the debates; and 4) the tyranny of charades funded by political contributions.

The book includes an excellent and understandable review of both economic and social justice theory. Of special interest is the author's discussion of the Rawls Rule for social justice, which is to imagine everyone in an “original position” behind a veil of ignorance where no one knows what their luck will be in the future–the design of the social safety net should provide for the amelioration of any injustice that might befall anyone, and a social promotion system that prevents wealth concentrations that are not beneficial to the larger society–to wit, we must “set some limits on the power of luck to deform human lives.”

The author concludes the book by suggesting that the public is ready for a revolution in U.S. political economic affairs, and in so doing points out how ill-served the U.S. public is by surveys that confuse myopia with honesty–surveys that ask generic questions without revealing the scope of the problem (40 million affected, etc.) with the result that the public is not informed of the depth of the problem–or, as the author suggests–they would *want to do something about it.”

This is a sensible, heartening book. It is a book that gives hope for the future and that displays a proper respect for the good intentions and ability to think of the average citizen. It is a book that, if adopted by any Presidential candidate–or by all of them–could radically alter the public debates that lie before the public in the period leading up to the 2004 election. Every American should read this book and the four books cited above. If Thomas Jefferson was correct when he said, “A Nation's best defense is an educated citizenry,” then Matthew Miller just became the first tutor to the new Nation.

New Comment: Between a Tobin tax on every Federal Reserve transaction, an end of income taxes on individuals, and this author's idea, I am quite certain that we can find and apply a trillion a year against global and domestic high-level threats from poverty to transnational crime, while winding down the military, secret intelligence, prison, and hospital complexes. This is one of the books I would recommend the next President read sooner than later.

2003/07/232009/12/04

Review: Real Time–Preparing for the Age of the Never Satisfied Customer

5 Star, Best Practices in Management, Change & Innovation, Complexity & Resilience, Information Society, Intelligence (Public)

Not Pedestrian at All–Packed with Insights,

July 10, 2003

Regis McKenna

Edit of 22 Dec 07 to add links.

Below is my review as planned before reading all the negative reviews….everyone brings their own baggage to any book. Following this short review, which was originally written for national intelligence professionals, I have added an addendum with a specific experience in France that illustrates why this book is valuable to anyone willing to take the time to reflect on its fundamentals.

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This may be one of the top three books I've read in the last couple of years. It is simply packed with insights that are applicable to both the classified intelligence community as well as the larger national information community. The following is a tiny taste from this very deep pool: “Instead of fruitlessly trying to predict the future course of a competitive or market trend, customer behavior or demand, managers should be trying to find and deploy all the tools that will enable them, in some sense, to be ever-present, ever-vigilant, and ever-ready in the brave new marketplace in gestation, where information and knowledge are ceaselessly exchanged.”

———————–

ADDENDUM: In coming to post the above review I noted a number of negative reviews along the lines of “so 1970's”, “no new ideas”, etc. Naturally any book is going to strike people with different levels of intelligence and experience differently. Our advice to intelligence professionals and managers at any level is to dismiss those other opinions, spend $20 and 1-2 hours with this book, and judge for yourself. Among many reasons why we found this book meaningful, given our focus on global coverage, weak signals, and being effective in 29+ languages, is the following experience:

In 1994, attending the French national conference on information, we heard one of the leaders of the French steel industry discussing a multi-million dollar business intelligence endeavor (in France this includes business espionage and government espionage in support of business) against steel industries around the world. The punch line, however, was stunning. At the end of it all, he said, they failed because they focused only on the steel industry. In the end, the plastics industry ate their lunch because it was able to develop very good plastic substitutes for automobile parts, including automobile under-carriage parts, and this hurt the French steel industry badly. It was from this occasion that we crafted Rule 003 (Book 2, Chapter 15) on the importance of Global Coverage, whose sub-title could be “cast a wide net.” McKenna has the basics right.

Fast forward to:
The Age of Speed: Learning to Thrive in a More-Faster-Now World
The Wealth of Networks: How Social Production Transforms Markets and Freedom