A junkyard. Not on your mind is it? ​

Let’s say it’s year 2029 and the first generation of used autonomous cars are hitting the heap. You’re there because your autonomous car needs a LiDAR interface part. Another fellow is there for a 3D visualizer panel v1.b, another guy is hunting down a stability control part v.1.2.1 and another customer is searching for an Intel chip for his advanced driver assistance system with GPS v2.2.1, the part made in Mexico, not in China.

There are no smells of gasoline or cigarettes in the service areas; that is, where three rows of 10 computer tablets sit atop metal posts, secured. People come in and go directly to a tablet for part-searching. A team of men and women check-in cars also being discarded, each car’s computer port allows a 30 second transfer of software specs and part specs to be uploaded to a cloud database patented by Waymo. The database was innovative, of course; it tracked an internet-of-things sensor installed at check-in. The goal is to keep junkyard lot managers from searching aimlessly through the yard by sending them directly to a car in 4 minutes. Not only that, the 30-second upload captures the full driving behavior history (DbH) of the car’s owner – per month.  Sounds like too much data but in reality cars were built with stress-grouping sensors on axel components which informed the software of driving behaviors predicted per stress metric. In other words, high-stress numbers indicated unpredictable, neural-sensitivity factors associated with driving behaviors. Machine numbers were then translated into human psychological behaviors via artificial intelligence in the cloud.

Another thing; there are behavioral psychologists on-site to counsel people when discarding a car. Their job is to converse openly with owners about their passive driving behaviors (PdB); the activities they did in their car while it drove them around. It’s really more like a neuromarketing interview because answers are directed to marketing organizations. The first question the psychologists will ask a car owner: Do you understand your DbH and PdB data will now be shared, that there is no opt-out and that legal and insurance entities can use it for the betterment of society?

Robert P. Waters Nashville, TN

From: The Prophetic Backbone

Even more critical in support of Sharing Economy ideas: it is efficient when IT implements an internal enterprise social network that feeds data relative to employee behaviors to HR analytics. Due to the complexity and cost associated with enterprise software, the sharing movement is now a massive driver of assessing corporate cultural behaviors. Behavioral data is not always logical and so with its concepts there has to be the data scientists, data analysts, industrial-operational psychologist to integrate within a vast IT structure. The whole context is relative to corporate taking unstructured data into a structured format, a new Shared Intelligence System. SIS replaces that which has been referred to in past decades as an ecosystem. Ecosystems were not intended to capture, track, analyze and integrate daily behavioral data of workers on their social intra-network and in many cases communications to partners’ networks. The clear distinction is behavioral data as compared to all other information. The purpose of ecosystems is to provide essential connectivity for transactional exchanges like supply chains. One thing is clear: SIS integrates company culture which is fundamentally, employees’ behaviors. Now, the business can capture whatever employees have on their minds. Subjects and discussions could be endless but the corporate goal is capturing all such inter-corporate conversation using teams of analysts and psychologists to figure out “cultural intelligence” – yet another term from psychology. Employees can share to their hearts delight. The sharing movement is claiming inroads in HR, always on the search for employee data. Ecosystem, in light of the sharing eco buzz, has hit retirement. Welcome the Shared Intelligence System.
Robert P. Waters
​Author

It may be increasingly culturally popular to say one is part of a Movement rather than a party. In fact, during and since the Great Recession, more movements have arisen than I can count: Occupy Wall Street leading all the way to Black Lives Matter. In between bookends are movements in LGBT equality, women’s equal compensation, Common Core education and the ubiquitous environmental movements and the new healthcare movements toward precision medicine using human genomes. But to look at the actual political movements occurring on left and right, it’s a challenge to say it’s all politics. Bernie Sanders started a neo-socialism movement and Donald Trump a new Republican movement and oddly enough, both sides mutually share anger either at corporate or government institutions.

It’s no wonder American’s are angry and traditional party affiliations are floating to the atmosphere; our culture is a conglomerate of Movements. I have often pondered the next US president’s role as Movement Leader. I also believe one factor that may keep all movements from sparking all-out-revolution in our streets like the Arab Spring is the revolution that already is occurring: the technological production of humanly impossible amounts of information to interpret. The digital technology revolution cannot be managed as long as business, institutions and organizations keep producing and analyzing more data hoping to gain control over competitors as well as narratives in all these societal movements. People are already information distracted and will remain distracted to the degree that to begin any socio-political street-level revolution there would need to be more data.
Robert P. Waters