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    <title>Pinboard (mcmorgan)</title>
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    <description>recent bookmarks from mcmorgan</description>
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      <rdf:Seq>	<rdf:li rdf:resource="https://www.engadget.com/facebook-oversight-board-trump-influence-203741183.html"/>
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  </channel><item rdf:about="https://www.engadget.com/facebook-oversight-board-trump-influence-203741183.html">
    <title>Can the Oversight Board force Facebook to follow its own rules?</title>
    <dc:date>2021-05-07T16:04:50+00:00</dc:date>
    <link>https://www.engadget.com/facebook-oversight-board-trump-influence-203741183.html</link>
    <dc:creator>mcmorgan</dc:creator><description><![CDATA[When the Board holds you accountable, cut them off.

> the Oversight Board’s decision to hand things back to Facebook speaks to issues that run much deeper than just Trump. One of the most notable issues raised by the Oversight Board in its 12,000-word decision is that Facebook isn’t particularly good at consistently enforcing its own policies, especially when it comes to politicians and other influential figures. 

…

> Facebook has already indicated that it’s unwilling to fully cooperate. In its decision, the board says that the company failed to answer several crucial questions, including several that speak to the very issues it raises in its policy recommendations.]]></description>
<dc:subject>facebook oversight_board management denial deception</dc:subject>
<dc:identifier>https://pinboard.in/u:mcmorgan/b:e4a88450c915/</dc:identifier>
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<item rdf:about="https://www.platformer.news/p/-how-basecamp-blew-up">
    <title>Basecamp tries to shutdown discussion.</title>
    <dc:date>2021-05-06T15:41:26+00:00</dc:date>
    <link>https://www.platformer.news/p/-how-basecamp-blew-up</link>
    <dc:creator>mcmorgan</dc:creator><description><![CDATA[Telling. 

> This account is based on interviews with six Basecamp employees who were present at the meeting, along with a partial transcript created by employees. Collectively, they describe a company whose attempt to tamp down on difficult conversations blew up in its face as employees rejected the notion that discussions of power and justice should remain off limits in the workplace. And they suggest that efforts to eliminate disruptions in the workplace by regulating internal speech may cause even more turmoil for a company in the long run. 

> “My honest sense of why everybody is leaving because they're tired of Jason and David's behavior — the suppression of voices, of any dissent,” one employee told me. “They really don’t care what employees have to say. If they don't think it's an issue, it's not an issue. If they don't experience it, then it's not real. And this was the final straw for a lot of employees.”]]></description>
<dc:subject>bad_management management</dc:subject>
<dc:identifier>https://pinboard.in/u:mcmorgan/b:9ee7e79ad866/</dc:identifier>
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<item rdf:about="http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/tab/print/">
    <title>Gary Hamel on Managing Generation Y - the Facebook Generation - WSJ</title>
    <dc:date>2010-11-02T13:13:03+00:00</dc:date>
    <link>http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/tab/print/</link>
    <dc:creator>mcmorgan</dc:creator><description><![CDATA[Seems I've seen these 12 points before - can't recall where, but they are familiar. Anyway, brief, light-weight toss-off article homogenizes The Kids by working backwards from characteristics of some web interactions to characterizing the Coming Workers.
]]></description>
<dc:subject>management facebook newmedia socialmedia fyc fluff</dc:subject>
<dc:identifier>https://pinboard.in/u:mcmorgan/b:35823041c315/</dc:identifier>
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