There's an interesting piece in Business Week on
how mass collaboration via the Internet is shaking up business.
Everything from telephone service to pharmaceutical R&D is being
transformed by a collective force of unprecedented power. An emerging
generation of net technologies, including blogs, wikis, and social
networking tools (like Bedrock), is making possible a new “architecture
of participation” and generating new forms of economic value.

I am very excited to see this piece in Business Week because it
explains what is behind our newest offerings in elearning, blog
networks, and enterprise RSS. And the result will be dramatic changes
in how we work together and unleashing “the power of us” in how we
learn.

I have quoted the article in full as it is definitely worth reading.

The Power of Us

The 35 employees at
Meiosys Inc., a software firm in Palo Alto, Calif., didn't know they
were joining a gang of telecom-industry marauders. They just wanted to
save a few bucks. Last year they began using Skype, a program that lets
them make free calls over the Internet, with better sound quality than
regular phones, using headsets connected to their PCs. Callers simply
click on a name in their Skype contact lists, and if the person is
there, they connect and talk just like on a regular phone call. “Better
quality at no cost,” exults Meiosys Chief Executive Jason Donahue.
Poof! Almost 90% of his firm's $2,000 monthly long-distance phone bill
has vanished. With 41 million people now using Skype, plus 150,000 more
each day, it's no wonder AT&T (T ) and MCI Inc. (MCIP) are hanging it up.

How can a tiny European upstart like Skype Technologies S.A. do a
number on a trillion-dollar industry? By dialing up a vast, hidden
resource: its own users. Skype, the newest creation from the same folks
whose popular file-sharing software Kazaa freaked out record execs,
also lets people share their resources — legally. When users fire up
Skype, they automatically allow their spare computing power and Net
connections to be borrowed by the Skype network, which uses that
collective resource to route others' calls. The result: a
self-sustaining phone system that requires no central capital
investment — just the willingness of its users to share. Says Skype
CEO Niklas Zennström: “It's almost like an organism.”

A big, hairy, monstrous organism, that is. The nearly 1 billion
people online worldwide — along with their shared knowledge, social
contacts, online reputations, computing power, and more — are rapidly
becoming a collective force of unprecedented power. For the first time
in human history, mass cooperation across time and space is suddenly
economical. “There's a fundamental shift in power happening,” says
Pierre M. Omidyar, founder and chairman of the online marketplace eBay
Inc. (EBAY) “Everywhere, people are getting together and, using the
Internet, disrupting whatever activities they're involved in.”

Collective Clamor

Behold the power of us. It's the force behind the collective clamor
of Weblogs that felled CBS (VIA) anchorman Dan Rather and rocked the
media establishment. Global
crowds of open-source Linux programmers are giving even mighty
Microsoft Corp. (MSFT) fits. Virtual supercomputers, stitched together
from millions of
volunteers' PCs, are helping predict global climate change, analyze
genetic diseases, and find new planets and stars. One
investment-management firm, Marketocracy Inc., even runs a sort of
stock market rotisserie league for 70,000 virtual traders. It skims the
cream of the best-performing portfolios to buy and sell real stocks for
its $60 million mutual fund.

Although tech companies may be leading the way, their efforts are
shaking up other industries, including entertainment, publishing, and
advertising. Hollywood is under full-scale assault by 100 million
people sharing songs and movies online via programs such as Kazaa and
BitTorrent. The situation is the same with ad-supported media: Google
Inc.'s (GOOG) ace search engine essentially polls the collective judgments of
millions of Web page creators to determine the most relevant search
results. In the process, it has created a multibillion-dollar market
for supertargeted ads that's drawing money from magazine display ads
and newspaper classifieds.

Most telling, traditional companies, from Procter & Gamble Co.
(PG) to Dow Chemical Co., are beginning to flock to the virtual
commons,
too. The potential benefits are enormous. If companies can open
themselves up to contributions from enthusiastic customers and
partners, that should help them create products and services faster,
with fewer duds — and at far lower cost, with far less risk. LEGO
Group uses the Net to identify and rally its most enthusiastic
customers to help it design and market more effectively. Eli Lilly
& Co. (LLY), Hewlett-Packard Co. (HP
), and others are running “prediction markets” that extract collective
wisdom from online crowds, which help gauge whether the government will
approve a drug or how well a product will sell.

At the same time, peer power presents difficult challenges for
anyone invested in the status quo. Corporations, those citadels of
command-and-control, may be in for the biggest jolt. Increasingly, they
will have to contend with ad hoc groups of customers who have the power
to join forces online to get what they want. Indeed, customers are
creating what they want themselves — designing their own software with
colleagues, for instance, and declaring their opinions via blogs
instead of waiting for newspapers to print their letters. “It's the
democratization of industry,” says C.K. Prahalad, a University of
Michigan Stephen M. Ross School of Business professor and co-author of
the 2004 book The Future of Competition: Co-Creating Unique Value with
Customers. “We are seeing the emergence of an economy of the people, by
the people, for the people.”



Peer Production

That suggests even more sweeping changes to come. Howard Rheingold,
author of Smart Mobs: The Next Social Revolution, sees a common thread
in such disparate innovations as the Internet, mobile devices, and the
feedback system on eBay, where buyers and sellers rate each other on
each transaction. He thinks they're the underpinnings of a new economic
order. “These are like the stock companies and liability insurance that
made capitalism possible,” suggests Rheingold, who's also helping lead
the Cooperation Project, a network of academics and businesses trying
to map the new landscape. “They may make some new economic system
possible.”

Perhaps they already are. Yochai Benkler, a Yale Law School
professor who studies the economics of networks, thinks such online
cooperation is spurring a new mode of production beyond the two classic
pillars of economics, the firm and the market. “Peer production,” as he
calls work such as open-source software, file-sharing, and Amazon.com
Inc.'s (AMZN
) millions of customer product reviews, creates value with neither
conventional corporate oversight nor market incentives such as payment.
“The economic role of social behavior is increasing,” he says. “Things
that would normally just dissipate in the air as social gestures become
economic products.”

Indeed, peer production represents a sea change in the economy –
at least when it comes to the information products, services, and
content that increasingly drive economic growth. More than two
centuries ago, James Watt's steam engine ushered in the Industrial
Revolution, centralizing the means of production in huge, powerful
corporations that had the capital to achieve economies of scale. Now
cheap computers and new social software and services — along with the
Internet's ubiquitous communications that make it easy to pool those
capital investments — are starting to give production power back to
the people. Says Benkler: “This departs radically from everything we've
seen since the Industrial Revolution.”

Sound pretty threatening to anyone invested in the status quo? You
bet. Indeed, as the title of Rheingold's book implies, there could be a
dark side to this new cooperative force, especially if it results in
mob rule. Quite often, the best solution to a problem comes from the
sudden flash of insight from a solitary genius such as Charles Darwin
or Albert Einstein. It would be a tragedy if these folks, sometimes
unpopular in their times, got lost in the cooperative crowds. Clearly,
peer production has its limits. Almost certainly, it will never build
railroads, grow wheat, run nuclear power plants, or write great novels.

Yet this cooperative force may spread beyond such easily shared
commodities as information, knowledge, and media. People are starting
to use the Net to pool tangible goods as well. In a sense, Skype
enables people to share computer hardware. Thanks to the Web's ability
to serve as a meeting ground and scheduling coordinator, it's becoming
economical to share cars, for example. Services such as Zipcar Inc. and
Flexcar let members use the Net to reserve one of a fleet of autos in
crowded cities, almost on demand, for an hourly fee.

What's driving all this togetherness? More than anything, an
emerging generation of Net technologies. They include file-sharing,
blogs, group-edited sites called wikis, and social networking services
such as MySpace and Meetup Inc., which has helped everyone from Howard
Deaniacs to English bulldog owners in New York form local groups. Those
technologies are finally teasing out the Net's unique potential in a
way that neither e-mail nor traditional Web sites did. The Net can,
like no other medium, connect many people with many others at the same
time.

What sets these new technologies apart from those of the Internet's
first generation is their canny way of turning self-interest into
social benefit — and real economic value. They have what tech-book
publisher Tim O'Reilly calls an “architecture of participation,” so
it's easy for people to do their own thing: create a link on their Web
site to another Web site they like; rate a song; or just show off their
knowledge with an online product review. Then, those actions can be
pooled into something useful to many: the 3 billion song ratings that
help people create personalized Net radio stations on Yahoo (YHOO
)! Inc. or Amazon's millions of customer-generated product reviews,
which help decide hits and duds. Exclaims Amazon CEO Jeffrey P. Bezos:
“You invite the community in, and you get all this help.”

It's surprisingly good help, too. New research indicates that
cooperation, often organized from the bottom up, plays a much greater
role than we thought in everything from natural phenomena like ant
colonies to human institutions such as markets and cities. It's what
New Yorker writer James Surowiecki, in his illuminating 2004 book of
the same name, calls “the wisdom of crowds.” Crowds can go mad, of
course, but by and large, it turns out, they're smarter at solving many
problems than even the brightest individuals.

The Internet's supreme group-forming capability suggests the rise
of an almost spooky group intelligence. Within minutes of Pope John
Paul II's death, hundreds of eBay sellers had posted related products
for sale. Whether it is responding to world events or new products such
as Sony Corp.'s (SNE
) PSP game machine, eBay's hive mind reacts to shifts in demand much
faster than traditional companies with layers of management approval.
Although eBay recently has seen some mature markets in the U.S. and
Germany slow, the group smarts have helped keep growth more than
respectable, with gross merchandise sales this year expected to rise
32%, to $45 billion. As eBay CEO Margaret C. Whitman has noted: “It is
far better to have an army of a million than a command-and-control
system.”

More companies are starting to understand the logic. If they can
get others to help them design and create products, they end up with
ready-made customers — and that means far less risk in the tricky
business of creating new goods and markets. So businesses are accessing
the cyberswarm to improve everything from research and development to
marketing. Says Alpheus Bingham, vice-president for Eli Lilly's e.Lilly
research unit: “If I can tap into a million minds simultaneously, I may
run into one that's uniquely prepared.”

Procter & Gamble's $1.7 billion-a-year R&D operation, for
instance, is taking advantage of collective online brain trusts such as
Lilly company InnoCentive Inc. in Andover, Mass. It's a network of
80,000 independent, self-selected “solvers” in 173 countries who
gang-tackle research problems for the likes of Boeing Co. (BA), DuPont
(DD), and 30 other large companies. One solver, Drew Buschhorn, is a
21-year-old chemistry grad student at the University of Indiana at
Bloomington. He came up with an art-restoration chemical for an unnamed
company — a compound he identified while helping his mother dye cloth
when he was a kid. Says InnoCentive CEO Darren J. Carroll: “We're
trying for the democratization of science.”

And apparently succeeding. More than a third of the two dozen
requests P&G has submitted to InnoCentive's network have yielded
solutions, for which the company paid upwards of $5,000 apiece. By
using InnoCentive and other ways of reaching independent talent,
P&G has boosted the number of new products derived from outside to
35%, from 20% three years ago. As a result, sales per R&D person
are ahead some 40%.

The online masses aren't just offering up ideas: Sometimes they all
but become the entire production staff. In game designer Linden Lab's
Second Life, a virtual online world, participants themselves create
just about everything, from characters to buildings to games that are
played inside the world. The 45-person company, which grossed less than
$5 million last year, makes money by charging players for virtual land
on which they build their creations. Second Life's 25,000 players
collectively spend 6,000 hours a day actively creating things. Even if
you assume only 10% of their work is any good, that's still equal to a
100-person team at a traditional game company. “We've built a
market-based, far more efficient system for creating digital content,”
says Linden CEO Philip Rosedale.

Likewise, groups online are starting to turn marketing from
megaphone to conversation. LEGO Group, for instance, brought adult LEGO
train-set enthusiasts to its New York office to check out new designs.
“We pooh-poohed them all,” says Steve Barile, an Intel Corp. (INTC)
engineer and LEGO fan in Portland, Ore., who attended. As a result,
says Jake McKee, LEGO's global community-development manager, “we
literally produced what they told us to produce.” The new locomotive,
the “Santa Fe Super Chief” set, was shown to 250 enthusiasts in 2002,
and their word-of-mouse helped the first 10,000 units sell out in less
than two weeks with no other marketing.

Corporate planners are even starting to use the wisdom of online
crowds to predict the future, forecasting profits and sales more
precisely. Prediction markets let people essentially buy shares in
various forecasts, often with real money. Most famously, they've been
employed in the University of Iowa's experimental Iowa Electronic
Markets to determine, with remarkable accuracy, the most likely winner
of the Presidential election. The ease of organizing groups on the Net
has caused an explosion in their use, says Emile Servan-Schreiber, CEO
of NewsFutures Inc., a consultant that has run 40,000 prediction
markets for companies and publications.

Mob Mentality

Hewlett-Packard Co.'s (HPQ) services division was having trouble a few years ago with forecasts
in the first month of a quarter. So Bernardo A. Huberman, director of
HP Labs' Information Dynamics Lab, set up a market with 15 finance
people not normally involved in such planning. They bought and sold
virtual stock that represented a range of forecasts at, above, and
below the official company forecast. Their collective bets yielded a
50% improvement in operating-profit predictability over conventional
forecasts by individual managers.

For all the benefits, Net-based cooperation holds plenty of peril
for the unwary. Obviously, not all crowds are wise. Even The Wisdom of
Crowds author Surowiecki wonders if the Net connects like-minded people
so well that it can amplify groupthink. “The more we talk to each
other, the dumber we can get,” he notes. Groups that discourage
independent thought potentially could put a damper on out-of-the-box
ideas from brilliant individuals. They can also become herds that buy
or dump stocks on momentum alone. For that matter, they can devolve
into lynch mobs and terrorist groups.

As companies have learned, the online hordes can quickly turn
against them. Last September bike-lock manufacturer Kryptonite tried to
downplay a blogger video that showed how to open its bike locks with a
BIC pen. But the video instantly spread across the Net, forcing the
company to spend more than $10 million on lock replacements.

To contend with this rising people power, corporations will have to
craft new roles for themselves and learn new ways to operate in order
to stay relevant. They'll be unable to keep secrets for long amid the
chorus of online voices, as Apple Computer Inc. (AAPL
) learned when fan sites spilled the beans on unreleased products.
Managers and employees will have to learn how to take orders from
customers more than from bosses. “Networks are becoming the locus for
innovation,” says Stanford University professor Walter W. Powell.
“Firms are becoming much more porous and decentralized.”

The challenges, though, go to show that we're not talking about
merely a new capitalist tool — at least not one that's dominated by
big capitalists. Upstarts, both ad hoc groups and new companies, are
seizing the initiative far more than are established businesses.
They're transforming industry after industry faster than individual
companies can cope with.

Nowhere has that phenomenon happened faster than in software.
Collaborative open-source development is rapidly moving beyond basic
utility software like Linux to mainstream applications as well. An
especially eye-opening example is SugarCRM Inc., which provides an
open-source version of customer-relationship management software now
dominated by Siebel Systems (SEBL) and salesforce.com Inc. (CRM) The
10-person outfit's software, which CEO John Roberts calls “the
collective work of bright CRM engineers around the world,” has been
downloaded more than 235,000 times for free.

The company makes money from services such as technical support and
a $40-a-month Web-based service, as well as more fully featured
corporate software for which it charges $239 per user per year.
Scarcely a year old, SugarCRM won't reveal its finances, but its
business model suggests a big change in how the software industry
works. “The fact that everyone can participate [in open-source] is
creating a new market ecology,” says Kim Polese, CEO of SpikeSource
Inc., a startup providing bundles of open-source products. Or, as
Roberts adds brightly: “We're turning a $10 billion market space into a
$1 billion market space.”

The same scary prospect lies ahead for other information-based
industries, such as entertainment, media, and publishing, that are
rapidly going digital. People are not only sharing songs and movies –
legally or not — but also creating content themselves and building
sizable audiences. The threat comes from more than the 10 million-plus
blogs. Overall, 53 million Americans have contributed material to the
Net, from product reviews to eBay ratings, according to the Pew
Internet & American Life Project.

The most breathtaking example: Wikipedia. Some 5 million people a
month visit the free online encyclopedia, whose more than 1.5 million
entries in 200 languages by volunteer experts around the globe
outnumber Encyclopedia Britannica's 120,000, with surprisingly high
quality. “Our work shows how quickly a traditional proprietary product
can be overtaken by an open alternative,” says co-founder Jimmy Wales.
Unlike Britannica, Wales is not aiming to generate much, if any,
revenue. But “that doesn't mean that we won't destroy their business,”
he notes. Britannica spokesman Tom Panelas says sheer volume of
articles isn't a measure of quality and may be overload for most
readers and researchers.

Then again, the cooperative crowds offer a lifeline to beleaguered
media such as newspapers. The five-year-old online paper OhmyNews in
South Korea has marshaled 36,000 “citizen journalists” to write up to
200 stories a day on everything from political protests to movies. Its
popularity with 1 million daily visitors has made it the sixth-most
influential media outlet in Korea, according to a national magazine
poll — topping one of the three television networks. “It's
participatory journalism,” explains founder Oh Yeon Ho, who says
OhmyNews turned a profit last year. The idea is starting to catch fire
in the U.S., too, via independent citizen-media efforts such as
Backfence Inc. and Bayosphere and budding initiatives by E.W. Scripps
Co. (SSP) and others. The New York Times Co. is also testing the waters: In
March, it bought About.com, which has 475 citizen experts on consumer
electronics, personal finance, and other topics.

Even industries that traffic in physical goods are being turned
upside down by Net-driven sharing. In retail, for instance, “consumers”
are becoming active participants in the merchants they buy from,
transforming the venerable suggestion box into something more
influential. At Amazon.com, thousands of volunteers write buyer's
guides and lists of favorite products. Amazon also lets thousands of
merchants, from Target Stores (TGT) to individuals, sell on Amazon pages.What's more, Amazon is opening
up the technology behind product databases, payment services, and more
to 65,000 software developers. They're creating new services, such as
the ability to compare brick-and-mortar store prices with Amazon's by
scanning a bar code into a cell phone. Thanks in part to such moves,
the company is solidly profitable on $6.9 billion in sales last year.
“We're all building this thing together — Amazon itself, outside
developers, associates, and customers,” says Jeff Barr, Amazon's Web
services evangelist.

That raises a key point: All of us will have to take on more
responsibility. And to get the most out of the new cooperative tools
and services, we'll have to contribute our time and talent in new ways
– such as rating a seller on eBay or penning a short essay in
Wikipedia. But the rewards will be more personalized products and
services that we don't merely consume, but help create.

Ultimately, all this could point the way to a fundamental change in
the way people work together. In 1968, ecologist Garrett Hardin
popularized the notion of the tragedy of the commons. He noted that
public resources, from pastures and national parks to air and water,
inevitably get overused as people act in their own self-interest. It's
a different story in the Information Age, contends Dan Bricklin,
co-creator of the pioneering PC software VisiCalc and president of
consultant Software Garden Inc. in Newton Highlands, Mass.

Instead, he says, there's a cornucopia of the commons. That rich
reward may be worth all the disruption we've seen and all the more
still to come.

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Here are some excerpts from the final posts for the Willauer Middle School blog on kayaks.

Fun with technology and self-expression

Blogging was one of the most fun things I did this year. It opened up a
whole new world of technology that I had not yet experienced. This was
great because I love new technology and it is very cool to know
something a lot of other people don't know about. The blog is a great
addition to our kayak expedition because it really gives us a chance to
talk about how we feel or what we did on that day. Instead of what we
feel being diluted by the rest of the feelings that day, it really
gives us a chance to express ourselves.

Improving Writing and Communication Skills

Blogging was very fun for me because it was a way for
me to express my feelings about a masterpiece of mine. Also it was a
joy to know people all over the world could read about something I
spent hours building. This was definitely a way to get people to really
learn of my class's accomplishment. This is one piece of work that I
will never forget. It helped me improve my writing skills, especially
my ability to express myself on paper. Before I struggled to freely
express myself. I would take a long time to write something and then it
wouldn't seem very personal. It would also be full of grammer,
spelling, and punctuation mistakes. Writing on the blog wasn't
something I had to think about. I just did it. We came in right after
we had finished working and started writing about it. The writing was
short and straight to the point. I just told my audience what I was
doing and how I was feeling about it. This was great practice for me. I
know that my writing has become more understandable from blogging.

Creating a record for the future and a window to the world outside the classroom

Over this past year we built six kayaks. To help us
reflect on the building process we started a blog, which is an online
journal where we expressed what our progress was on the boats. We
talked about the tools, how the different tools work, our experiences
using the tools, testing out our kayaks, and the finished product and
what this expedition has meant to my classmates and me. This blog has
been viewed by many people who are interested in kayaks. Not many
people know about blogging yet and I am so happy our class got this
opportunity. This is something we will always remember because we will
always be able to look back at the website. I know my family was proud
of our class and me. My grandmother kayaks, and she read my blog and
was so thrilled that she shared a print-out of our blog site with her
kayak club. I know our blog has inspired many people and I am so proud.
This is a life skill I will take with me when I move on to high school;
a new exciting technology that will benefit me. I believe that to
really understand something, I have to be able to reflect on what I've
learned. The more I wrote about the boats, the easier it was to learn.

Creating shared experience

Blogging was simply an awesome idea and having a field
expert come in was a great way to start off. We wrote on our blog on a
daily basis. First we would write, then self edit, then peer edit, then
Ms. Darcy would proof it, and if it was acceptable, we would put our
entries on the web. It was nice to have people in my family be a part
of the building process. My family checked our blog often and could
read my entries and see photographs of my work. It was a great way for
my family and me to share my experiences.

Getting beyond, “what did you learn today?” “I don't know…”

Blogging was an interesting learning experience. It was
a first for me ever. Heck, I barely knew how to surf the web, let alone
help run a weblog! We had a bit of bad luck with technology at first.
One of my entries even got deleted and only the title was left! I never
did get it back. Most of us got really into the blog and lots of
entries were just plain funny! I especially enjoyed coming up with the
most creative titles possible. My family really enjoyed reading
everyone's entries. In the past my family would ask me what I'd done at
school, and I'd just give them short, vague answers. By reading my
blog, my family was able to understand what I’d done that day and we
could discuss it at the dinner table that night. It was a fun thing to
do in the end and now I am thinking about making a blog of my own.

Experimenting with styles of communication and expression

What comes to mind when I hear the word “blogging”
isn't just a word or two. I think of hundreds of different things and a
bunch of memories. I think of something I can always go back to and
read to remind myself of what I accomplished. What did I do? I built a
boat, of course! For me, blogging is something that reflects hard work
and efforts that I will never forget. The blog wasn’t just a boring
thing that I had to do, it was something that showed a lot about me and
what I thought about the whole process. It was surprisingly very
interesting and fun. I found a lot of joy doing this and telling people
about my experiences. When we blogged, it wasn't just about writing a
paragraph or two. We had to write about something that we thought was
interesting and informative. We had so many options of what we could
do. We had to write, but we didn't have to just write about what we
actually did, we could also write about our feelings throughout the
process. I could put my personality into it and not have someone take
it out and say “No, that's not allowed.” I could be funny and then
became serious. The blogging was always immediately after we completed
a new boatbuilding step, so there was never something we forgot. The
blog was a great way for me to express myself and to tell the world
about the amazing things that I did this year.

Sharing knowledge

We blogged on just about every step and when I go back
and read it, I can vividly remember what the expedition was like. I
recall all of the hard work and time that we put into this expedition.
I remember what it was like to have finished and to realize that my
partners and I actually built that beautiful boat. Overall, the blog
was a great thing to do, to remember, and to help share our expedition
with the world. By blogging I have learned how to better reflect by
writing down what happened and I now feel more comfortable sharing,
knowing that a lot of people have read it.

Gaining confidence from seeing your ideas published

Blogging has really helped me to connect with my
audience and especially myself. It helped me connect with my audience
by showing me how to really express myself when I'm talking about my
personal feelings and also how to give proper instructions. It was like
presenting to the audience directly. I had to have everything on point
but still try to make everything sound good and fun. I really tried to
put myself in their shoes. I wanted people to learn a lot from my
instructional blogs. This opportunity felt and was amazing. Having
perhaps hundreds or thousands of people reading and actually caring
about what we did and how much we accomplished is overwhelming.
Blogging also made me combine a lot of old and new writing skills. I
learned and used a lot of punctuation, spelling, and grammar in my
blogging.

Working and playing well with others

Blogging really helped me see what I have accomplished.
It helped me look at the more important things about teamwork and
setting goals. Before I started blogging, I would always think about ‘I
don’t like that person because he did this’ or ‘I don’t like that
person because she said that’, but it made me look at how much can
happen when you work with others.

Learning from others

When I heard that we would be 'blogging,' I had no idea
what it was. Once I learned about how we would be writing our own
articles and opinions on the internet, I was very excited. I like when
teachers give you freedom to express yourself. The blog gave me a
chance to reflect on what I have done and reading others' blog entries
made me understand how they felt while building. Blogging was very fun
and it was cool knowing that other people could go online and look at
something my class was working on that very day. I like going back and
looking at the blog to remember different things that went on while
building.

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Dear Podcast Listeners,

Due to your requests, we are enhancing our audio system to ensure
better quality of our podcast recordings. Please be sure to tune in
next week for our regularly scheduled tip from our favorite podcaster,
Dr. Josh Weiss.

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This week, Dr. Weiss discusses The Art of
Questioning. Asking the right questions is
essential in a successful
negotiation.

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