Leadership Learning Community

In the second half of 2006, I took a hard look at my list of projects and opportunities. I decided that I needed to be brutally honest about what I wanted to accomplish with Blue Oxen Associates, and that ultimately, I wanted two things:    (LTL)

  1. To have a wider impact    (LTM)
  2. To give more quality time to fewer projects.    (LTN)

That meant not renewing existing commitments and saying no to a lot of great people.    (LTO)

In the midst of all this, I got an email from Elissa Perry asking if I’d be interested in becoming a board member of the Leadership Learning Community (LLC). LLC is a community that takes a network-centric approach to leadership development, focusing particularly on the graduates of the many foundation leadership programs across the entire sector. Elissa had participated in our first two FLOSS Usability Sprints, and we had chances here and there to chat about our respective work and organizations. We were definitely on the same philosophical plane, and I loved hearing about the great work LLC was doing.    (LTP)

That said, my first instinct was to say no. But I decided to sleep on it, and I started having second thoughts. When I started Blue Oxen Associates, I originally wanted to focus on the nonprofit sector, and while we shifted our strategy midway through our first year, my heart never left that space. Over the years, I met many great people in the sector, I worked with a number of foundations and two nonprofits (Planetwork and People for the American Way) as clients, I joined the board of a nonprofit (Tomorrow Makers), and I did several projects with Aspiration, most notably the usability sprints. But I never got the chance to really get my hands dirty with one particular group. Focus was always the issue.    (LTQ)

Joining the board of LLC would give me the chance to focus my energies on one nonprofit and simultaneously impact the entire sector. If I were going to make that commitment to one organization, I wanted to make sure it was a good fit. I decided to research LLC a bit more, and the more I read, the more I felt kinship to the mission and the execution. In many ways, they were trying to do the same thing for leadership that I was trying to do for collaboration. I loved their emphasis on learning as well as their methodology. Most importantly, I saw ways that we could learn from each other.    (LTR)

In the end, I said yes. I was confident about my decision, but after participating in a board meeting and in one of their learning circles last month, I am ecstatic about it. Everyone there is smart, action-oriented, and full of heart, starting with the executive director, Deborah Meehan. That also goes for its board. The board meeting felt like… well, like one of Blue Oxen‘s workshops. Except it wasn’t a workshop, it was a board meeting! This was not your typical, sign-off-on-the-budget-so-we-can-go-drink meeting. This was a welcome-to-the-family, stretch-your-mind, now-get-down-to-business meeting, and it was infinitely more effective and fulfilling that way.    (LTS)

The learning circle, for me, sealed the deal. Not only did I get to watch the LLC staff do their thing, I was also blown away by the caliber of the participants, who were mostly from foundations. I live in an area and work in a field where I am constantly surrounded by brilliant people, and to be very frank, I have always been underwhelmed whenever I’ve attended gatherings of foundation people. This was a notable exception. I was struck by the breadth of experience, the depth and rigor of thinking, and the respectful and authentic discourse among the participants. My brain was overflowing by the end of the workshop.    (LTT)

As I said a few weeks ago, a week with the LLC generated enough thoughts to fill a thousand blog posts. I won’t write that many, but I hope to spit out a few, starting with this one. In the meantime, if you’re interested in leadership, check out the web site, participate in one of the learning circles, and come participate in the annual Creating Space workshop in Baltimore, April 11-13, 2007.    (LTU)

J. Fairchild and Community Space

Katrin Verclas, co-director of Aspiration and co-organizer of the FLOSS Usability Sprint, wrote a fantastic piece entitled, “Great Good Spaces for Community, Activism, and Better Software.” It’s no accident that we connected when we first met at the Advocacy Developer’s Convergence last June. Even though our missions are different, there’s great overlap in our thinking and philosophy. That holds true with the other organizations Blue Oxen Associates has partnered with as well.    (ID7)

A critical element in building strong community and in facilitating effective collaboration is having the right space. As Katrin points out, this holds true for both physical and metaphysical (or online) spaces. I had three intellectual inspirations in starting Blue Oxen: Doug Engelbart, Christopher Alexander, and George Lakoff. Christopher Alexander is an architect who wrote about Pattern Languages in the 1970s, which was all about designing great spaces, spaces that were alive, that had this Quality Without A Name. Blue Oxen is trying to understand and discover patterns of effective collaboration, which encompasses issues of space.    (ID8)

When Katrin wrote her piece, we were looking for a space to hold our sprint, and we weren’t finding a place that satisfied us. Luckily, I had a wildcard in my back pocket. Jeff Shults was the manager of the knOwhere Store in the late 1990s, which was MGTaylor‘s showcase for its collaborative environment and process. When the store closed, Jeff purchased all the furniture and bided his time until he could open his own space. That time came late last year, when he struck an agreement with SFIA to manage their new space on 10th and Mission in San Francisco.    (ID9)

I first met Jeff at Planetwork in 2003, but the first time we worked closely together was at the 7-Domains Workshop last July. Jeff is literally an environmental master. He has this sixth sense for configuring spaces to maximize collaboration. He has both thought deeply about the subject and has practiced it for some time. He’s also a fantastic listener, which is an attribute he shares with all the great facilitators I know.    (IDA)

I had seen the space last fall, and to say that it was in rough condition is an understatement. But in early January, when we still hadn’t found a good space, I decided to call Jeff anyway. The transformation the space had made in the course of two months was amazing. Although Jeff hasn’t officially opened his facility, he not only let us use his space, but he agreed to be one of our sponsors.    (IDB)

I can’t tell you how many people walked into our event last week, looked around, and said, “Wow, what a great space!” I’d hear this, laugh, and respond, “You don’t know the half of it.” All of us have an intuition that allows us to recognize a great space when we see one, an intuition that sadly doesn’t wake up often enough. But you have to discover the thinking and hard work that goes into creating such a space before you can truly appreciate it.    (IDC)

Jeff’s company and space is called J. Fairchild. If you need a great meeting space in San Francisco, talk to Jeff and let him know I sent you his way.    (IDD)

Wikis And Face-To-Face Events

Face-to-face gatherings are very good at generating a large amount of enthusiasm and momentum. Unfortunately, that energy usually dissipates soon afterwards.    (204)

Here’s what generally happens: Folks leave the event exhilirated, but exhausted, and return only to discover a daunting pile of work. By the time they’ve made their pile manageable, the only artifact of their gathering is a lingering feeling of, “Oh yeah, that was fun.” The work that was done and the work that was to be done is mostly forgotten.    (205)

For the past two years, I’ve been designing a set of processes that use online tools to maintain and even increase that energy after an event. I’ve had the opportunity to experiment with bits and pieces of the methodology at the past two Planetwork conferences and the recent AdvocacyDev convergence to varying degrees of success. At the MGTaylor 7-Domains Workshop last month, I finally had a chance to test the methodology in its purest form, and I was extremely pleased with the results.    (206)

The Process    (207)

The process is based on two principles:    (208)

  • The event itself must result in a living Group Memory, not just an event memory.    (209)
  • Participants must be literate in the tools used to collaborate afterwards. Otherwise, the tools become an impediment.    (20A)

The process addresses both of these principles simultaneously by using the online tools for developing that Group Memory during the event itself. This gives people — especially non-techies — the opportunity to orient themselves around the tool in a comfortable environment. The better integrated the tool is into the event process, the more accelerated the learning.    (20B)

What makes a Group Memory alive?    (20C)

  • Group ownership. The problem with after-the-fact proceedings or journals is that participants aren’t necessarily invested in the results. Hence, they’re likely to ignore them. How many participants read event proceedings after the fact? One corrollary to this is that Group Memory does not have to be polished. A rough diagram developed by the group as it worked is more valuable than an edited summary of the event written by a third-party observer and published several days afterwards.    (20D)
  • Dynamic. You have to be able to add to a repository and refactor existing content.    (20E)

Tools    (20F)

Wikis are an outstanding tool for Group Memory. However, simply making the tool available during an event will not automatically result in Group Memory. The end product of Wikis at most conferences is not usually representative of the attendees at large. The main reason for this is that the percentage of participants who use them is usually fairly low.    (20G)

Wikis also tend to be underutilized because they are advertised as conference space and not community space. Organizers don’t expect them to be living spaces for continuous discussion and collaboration, and hence, they aren’t.    (20H)

(A quick aside on Mailing Lists and Group Memory. Contrary to what one might think, Mailing Lists can be very effective as a Group Memory. It’s possible to refactor existing discussions by posting summaries, a common practice in many effective online communities. However, Mailing Lists alone tend to be much more useful for participants as a Knowledge Repository than for outsiders. I think Mailing Lists are far more powerful as a complement to other tools, such as Wikis.)    (20I)

7-Domains Workshop    (20J)

I always felt that the best people with which to do this experiment were the good folks at MGTaylor, because their events:    (20K)

  • Are action-oriented and highly interactive.    (20L)
  • Consist of large, eclectic crowds, often technological newbies.    (20M)
  • Emphasize face-to-face, multimodal interaction. This presents interesting design challenges, because they usually discourage laptops at their events.    (20N)
  • Place great importance in documentation and assembling knowledge.    (20O)

How did this differ from some of the previous events Blue Oxen Associates has worked?    (20P)

  • There were many non-techies at Planetwork, and the Inter Active sessions took center stage. However, despite Jim Fournier and Elizabeth Thompson‘s best efforts, Planetwork was still a talking-heads conference (and a good one at that). Planetwork gets a special mention, though, because that’s where I first met and worked with Gail Taylor.    (20Q)
  • AdvocacyDev was highly interactive, it was fairly large (40 people), and the Wiki played a central role in the design. However, the group was already very familiar with Wikis, and those who weren’t were technical enough and motivated enough to figure them out quickly.    (20R)

The 7-Domains Workshop is a semiregular gathering of the folks in the MGTaylor network, practitioners of the process. There were about 60 participants representing a number of organizations, including Vanderbilt Center For Better Health (our host), Cap Gemini, and the VA. The purpose of the gathering was self-evaluation and collaboration on improving both individually and collectively.    (20S)

My primary role was to help integrate the Wiki into the design of the event and to support Wiki usage during the event. I also assisted in other Krew duties. In addition to being a somewhat ideal audience for my experiment, I had a few other advantages:    (20T)

  • By nature, the participants were interested in collaboration, experimentation, and learning.    (20U)
  • Most of the participants owned and brought (at the urging of the organizers) laptops. The center had wireless ethernet, ethernet jacks, and several kiosks for those who did not have computers.    (20V)
  • We had outstanding facilitators and a great Krew. These folks quickly oriented themselves to Wikis before the workshop and naturally assumed the roles of Wiki gardeners during.    (20W)

Workshop Design    (20X)

I played a very small role in the design of the event itself. Of the four facilitators — Matt Taylor, Gail Taylor, Rob Evans, and Bryan Coffman — Matt and Gail understood Wikis quite well. In fact, their conceptual understanding of Wikis was much more advanced than their proficiency with the tool, which I think is quite unusual and impressive. They had insights into the tool’s potential that many people who are quite skillful with the tool never see. Gail had also worked with me at both Planetwork conferences, so she had some experience with what did and did not work.    (20Y)

On Gail’s suggestion, the primary group exercise at the event was to write a book. The exact topic and format was not specified — that would evolve as the workshop unfolded. The only thing that was understood was that everybody would participate — participants, facilitators, and Krew.    (20Z)

The book exercise solved many problems. Like most MGTaylor events, it built knowledge assembly into the workshop process. More importantly, it made the participants responsible for that assembly, which kept them invested in the content. Traditionally, the Krew is responsible for documenting the event and assembling that knowledge afterwards into a journal. At this event, the participants documented the workshop themselves using the Wiki. This not only sliced two days off of the Krew‘s normal responsibilities, it also freed them up to take more of an assembler role, and it allowed both Krew and facilitators to contribute to the discussion in ways not previously possible.    (210)

There was no training. On the second day of the five day workshop, I spent about forty-five minutes talking to the entire group about the philosophical underpinnings of Wikis and about ten minutes demonstrating the Wiki itself. With other groups, I would have skipped the philosophical discussion entirely. Beyond that and a one-page Wiki formatting cheat-sheet, there was no training. I was on-hand to help, as were the Krew and facilitators, and participants were encouraged to help each other.    (211)

As an initial exercise, we precreated pages for every participant. We then asked people to add some information about themselves, then to go through the Wiki and comment on another page that interested them. Having people write in their own pages allowed us to avoid a massive edit conflict problem. It also gave people a fallback if they were unsure of where to add content, and it populated the Wiki with a lot of useful and interesting information. People are social animals. We like to read about other people.    (212)

The Results    (213)

As expected, a bunch of people were skeptical about the Wiki at first. By the end of the week, the Wiki had over 400 pages of rich and interesting content, and a month later, people are still using it. Several people gushed about the tool — Holly Meyers, one of the Krew, loved it so much, she wrote a manifesto entitled, “Wonderful Wiki.” Many asked me afterwards about setting up Wikis in their own organizations.    (214)

The “book” synthesized a lot of group knowledge, which not surprisingly centered mostly around the MGTaylor facilitation process. There were also several interesting thoughts and stories about collaboration in general. One group of participants chose to tell their story in murder mystery form, a surprisingly effective medium that ended up captivating quite a few people.    (215)

Throughout the week, Alicia Bramlett, another Krew member, evolved the Wiki site design, highlighting content we felt was important. (She also put together a very cool movie of the event, which we showed to the participants on the last day, and which appropriately received a standing ovation.) The other Krew members and the facilitators were actively engaged in contributing to and gardening the Wiki throughout the week. (It should be pretty obvious at this point what I thought about these folks — they were awesome.)    (216)

Watching people use the Wiki was a special treat for me. I learned tons about the tool’s usability, stuff I’ll report on eventually. Most people learned the tool quickly and easily. I had more trouble getting people connected to the wireless than getting people using the Wiki.    (217)

I ended up adding a new feature to PurpleWiki — visited pages — during the event. I realized that several people were having problems navigating the site after editing the pages, and I knew that having a list of recently visited pages would help resolve that. It was already on our list of things to do, and it was an easy feature to add, so I did it.    (218)

Shortly after the event, I was delighted to see a new function evolve from the Wiki. Because people were from all over the globe, one of the participants suggested that people post useful travel information on the Wiki, which several people did.    (219)

I’ll have more to say on all of this at some point, including a more formal report of the results.    (21A)

Joan Blades at PlaNetwork

Joan Blades just gave a great keynote at Planetwork. The first part covered MoveOn‘s history and accomplishments:    (1HJ)

  • Wes and Joan’s first email petition went to about 100 friends, and ended up reaching 1,000 people in a week. It eventually reached 500,000 people.    (1HK)
  • MoveOn raised $2 million for the 2000 presidential campaign. The average contribution was $35.    (1HL)
  • More than 300,000 members participated in the MoveOn primary (last summer, which Howard Dean won), more than the New Hampshire and Iowa primaries combined.    (1HM)
  • Over 1,000 people submitted commercials for the Bush in 30 Seconds contest, which were rated by 100,000 members and also field tested. (CBS refused to run the winning ad, Child’s Play.) Joan showed six of the ads; great, great stuff. The talent and creativity of the contributions were clearly evident.    (1HN)
  • Bake Back America was a nationwide bake sale that raised $750,000 dollars. Joan said, “It’s the only bake sale ever covered by the Economist.”    (1HO)

Ultimately, the MoveOn mission is about connecting people. The bake sales, for example, helped a lot of people with progressive values who felt out-of-place in small towns discover other likeminded people in the same communities. She told several great stories from MoveOn‘s recent book, MoveOn’s 50 Ways to Love Your Country, written by 50 members (selected out of 2,000 submissions).    (1HP)

More quotes and highlights:    (1HQ)

  • “Connecting takes us beyond the foolish dichotomy of right and left.”    (1HR)
  • “Politics on television is becoming indistinguishable from professional wrestling. There’s lots of posturing and a detachment from reality.”    (1HS)
  • “The public sector has been hollowed out.” It’s been replaced by idealogues (neocons) and entertainers (Bill O’Reilly). However…    (1HT)
  • The Internet is changing all of that by giving everyone a voice. “Connection puts us all on equal footing.”    (1HU)
  • Because of this change, the leaders of tomorrow need, “Strong vision, big ears.”    (1HV)
  • MoveOn did a nationwide survey, and found that there was a consistently strong message in all of the responses: a hunger for connection to core values, things like compassion, fairness, justice, opportunity, family, country, freedom, responsibility, and democracy. It reinforces Joan’s assertion that…    (1HW)
  • Progressive values are American values.    (1HX)

Joan ended her talk with three suggestions:    (1HY)

  • Lead from the heart.    (1HZ)
  • Be bold. “The way to win is to be about something.”    (1I0)
  • Call to the best in all of us.    (1I1)

Tim Bray on Purple Numbers

I’ve long been a fan of Tim Bray‘s work, and although we had never crossed paths before, I had always assumed it would be instigated by me making some comment about something he had done or written about. (A few months back, I emailed him about ballparks in the Bay Area, because we seem to share a love for the sport, but that doesn’t count.) So I was surprised and pleased to see that Tim had made first contact and had (temporarily, as it turned out) implemented Purple Numbers on his blog. Not surprisingly, this is starting to generate some talk in the blogosphere. In particular, see:    (1G9)

Chris has done an excellent job of quickly addressing many of these issues. I’ll just toss in a few thoughts and references here and will look forward to more feedback.    (1GE)

Stable, Immutable IDs    (1GF)

Several people have pointed out that the IDs need to be stable. In other words, as the paragraphs move around or as new ones are added or deleted, the IDs stick to their original paragraphs. This was a fundamental motivation for Engelbart’s statement identifiers (SIDs), which we have renamed node identifiers (NID).    (1GG)

Both Purple (which needs updating) and PurpleWiki handle this correctly. You’ll notice that the addresses are stable on my blog and on Chris’s, as well as on all of the PurpleWiki installations (e.g. Collab:HomePage, PurpleWiki:HomePage). It’s because we use plugins for our respective blog software that call PurpleWiki‘s parser, which manages NIDs for us.    (1GH)

By using PurpleWiki to handle the purpling, blog content has NIDs unique to both the blog and the Wiki, which allows us to do fun stuff like transclude between the two. We get a similar effect with perplog, the excellent IRC logger written by Paul Visscher and other members of The Canonical Hackers. For example, check out Planetwork:Main Page and the chat logs over there.    (1GI)

Mark Nottingham noted that even if the NIDs are stable in the sense that they are attached to certain paragraphs, the paragraphs themselves are not semantically stable. This is a point on which I’ve ruminated in the past, and we still don’t have a good solution to it.    (1GJ)

History and Other Worthy Projects    (1GK)

I’ve written up my own brief history of Purple Numbers, which fills in some holes in Chris’s account. In it, I mention Murray Altheim‘s plink. Plink is no longer available on the net, because it has been subsumed into his latest project, Ceryle. Everything that I’ve seen about Ceryle so far kicks butt, so if you’d like to see it too, please drop Murray an email and encourage him to hurry up and finish his thesis so that he can make Ceryle available! You can tell him I sent you, and you can forward him the link to this paragraph; he’ll understand.    (1GL)

Matt Schneider is the creator of the PurpleSlurple purple numbering proxy, which will add Purple Numbers to any (well, most) documents on the Web. PurpleSlurple deserves a lot of credit for spreading the meme.    (1GM)

Mike Mell implemented Purple Numbers in ZWiki for last year’s Planetwork Conference (see ZWiki:ZwikiAndPurpleNumbers), which in turn influenced the evolution of Purple Numbers in PurpleWiki. Mike and Matt have both experimented with JavaScript for making the numbers less intrusive.    (1GN)

The latest version of the Compendium Dialogue Mapping tool exports HTML maps with Purple Numbers.    (1GO)

In addition to Murray, Matt, and Mike, several other members of the Blue Oxen Associates Collaboration Collaboratory have contributed to the evolution of Purple Numbers, especially Peter Jones, Jack Park, and Bill Seitz. In addition to his contributions to the technical and philosophical discussions, Peter wrote the hilarious Hymn of the Church Of Purple and excerpts of the Book of the Church Of Purple.    (1GP)

Finally, many good folks in the blogosphere have helped spread the meme in many subtle ways, particularly those noted connectors Seb Paquet and Clay Shirky.    (1GQ)

Evangelism and The Big Picture    (1GR)

Okay, that last section was starting to sound like an award acceptance speech, and although none of us have won any awards, one thing is clear: The contributions of many have vastly improved this simple, but valuable tool. I’m hoping that momentum picks up even more with these recent perturbances. I’m especially heartened to see experiments for improving the look-and-feel.    (1GS)

I want to quibble with one thing that Chris Dent said in his most recent account. (When we have distributed Purple Numbers, I’ll be able to transclude it, but for now, you’ll just have to live with the cut-and-paste):    (1GT)

When he [Eugene] and I got together to do PurpleWiki, we were primarily shooting for granular addressability. Once we got that working, I started getting all jazzed about somehow, maybe, someday, being able to do Transclusion. Eugene was into the idea but I felt somehow that he didn’t quite get it. Since then we’ve implemented Transclusion and new people have come along with ideas of things to do that I’m sure I don’t quite get, but are probably a next step that will be great.    (1GU)

There are many things I don’t quite get, but Transclusions are not one of them, at least at the level we first implemented them. That’s okay, though. Ted Nelson felt the same way about my understanding of Transclusions as Chris did, although for different reasons. (And, I suspect that Ted would have had the same opinions of Chris.) I mention this here not so much because I want to correct the record, but because it gives me an excuse to tell some anecdotes and to reveal a bit about myself.    (1GV)

Anyone who knows Doug Engelbart knows that he complains a lot. The beauty of being an acknowledged pioneer and visionary is that people pay attention, even if they they don’t think much of those complaints. When I first began working with Doug in early 2000, I would occasionally write up small papers and put them on the Web. Doug would complain that they didn’t have Purple Numbers. At the time, I recognized the value of granular addresses, but didn’t think they were worth the trouble to add them to my documents. I also didn’t think they were the “right” solution. Nevertheless, because Doug was Doug, I decided to throw him a bone. So I spent a few hours writing Purple (most of which was spent learning XSLT), and started posting documents with Purple Numbers.    (1GW)

Then, a funny thing happened. I got used to them. I got so used to them, I wanted them everywhere.    (1GX)

A few people just get Purple Numbers right away. Murray was probably the first of those not originally in the Engelbart crowd to do so; Chris followed soon thereafter, as did Matt. The vast majority of folks get the concept, but don’t really find them important until they start using them. Then, like me, they want them everywhere. Getting people past that first step is crucial.    (1GY)

A few nights ago, I had a late night conversation with Gabe Wachob (chair of the OASIS XRI committee) on IRC. (This eventually led to a conversation between Chris and me, which led to Chris’s blog entry, which led to Tim discovering Purple Numbers, which led to this entry. Think Out Loud is an amazing thing.) Gabe knew what Purple Numbers were, but hadn’t thought twice about them. I had wanted to ask him some questions about using XRI addresses as identifiers, and in order to do so, I gave him a quick demonstration of Transclusions. The light bulb went off; all of a sudden, he really, truly got it.    (1GZ)

Richard Gabriel, one of our advisors, is well known for his Worse Is Better essays (among other things). I think Purple Numbers are an outstanding example of Worse Is Better. They fulfill an immediate need, and they cause us to think more deeply about some of the underlying issues. I’d like to see Purple Numbers all over the place, but I’d also like to see a group of deep thinkers and tinkerers consider and evolve the concept. It’s part of a larger philosophy that I like to call The Blue Oxen Way.    (1H0)

This last point is extremely important. Chris has thankfully been a much more enthusiastic evangelist of Purple Numbers than I have, and in the past he’s called me “ambivalent” about Purple Numbers. That’s not so far from the truth. It’s not that I’m any less enthusiastic about Purple Numbers themselves — I am a card-carrying member of the Church Of Purple, and the current attention and potential for wider usage thrill me. However, I’m cautious about evangelizing Purple Numbers, because I don’t want people to get too caught up in the tool itself and forget about the bigger picture. It’s the reason I didn’t mention Purple Numbers at all in my manifesto.    (1H1)

At the Planetwork forum two weeks ago, Fen Labalme, Victor Grey, and I gave the first public demo of a working Identity Commons Single Sign-On system. We were tickled pink by the demo, which to everyone else looked just like any other login system. The reason we were so excited was that we knew the system used an underlying infrastructure that would eventually enable much greater things. The demo itself, unfortunately, didn’t convey that to anyone who didn’t already understand this.    (1H2)

I’m probably a bit oversensitive about this sort of thing, and I’m constantly seeking better balance. But it’s always in the back of my mind. When I talk to people about Blue Oxen Associates, I usually spend more time talking about the sociological aspect of collaboration rather than the tools, even though I have plenty to say about the latter. Can Purple Numbers make the world a better place? I truly, honestly, believe that they can. (This is a topic for another day.) But when I see groups that excel in collaboration (or conversely, those that stink at it), Purple Numbers are usually the furthest thing from my mind. Much more important is the need to identify and understand these patterns of collaboration (of which tool usage is an important part).    (1H3)