- Dec 03 Mon 2012 17:04
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發現新團
- Mar 26 Wed 2008 20:53
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準準姓名學
1.感情分析
http://www.fatemaster.tw/name.php?fate=lovestyle
2.個性
http://www.fatemaster.tw/name.php
還蠻準的耶~
Mine:
http://www.fatemaster.tw/name.php?fate=lovestyle
2.個性
http://www.fatemaster.tw/name.php
還蠻準的耶~
Mine:
- Mar 26 Wed 2008 13:52
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瑪法達3/26~4/1
占星預言
戰爭之星火星停留在巨蟹座的週期要到5月9日結束；「白羊座之月」仍在前半段；星座調
性錯愕、意外、離經叛道的「驚奇之星」天王星先後在3月27日和28日形成兩個重量級星
座吉訊：「水星／天王星合」和「金星／天王星合」；且歲星木星也在3月28日和天王星
形成極稀有吉相的本週期，從星座角度解讀，意味著這段去舊迎新（白羊座是12星座的第
戰爭之星火星停留在巨蟹座的週期要到5月9日結束；「白羊座之月」仍在前半段；星座調
性錯愕、意外、離經叛道的「驚奇之星」天王星先後在3月27日和28日形成兩個重量級星
座吉訊：「水星／天王星合」和「金星／天王星合」；且歲星木星也在3月28日和天王星
形成極稀有吉相的本週期，從星座角度解讀，意味著這段去舊迎新（白羊座是12星座的第
- Mar 20 Thu 2008 14:13
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兩百顆腎!!
- Mar 16 Sun 2008 01:08
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Live 殺人網站
今天去京華城喜滿客看了Live殺人網站
整體而言
題材還蠻發人省思的
兇手利用網友好奇又不用負責的特點
來執行它瘋狂的殺人計畫
越多人點閱
受害者就越快罹難
片中
很多處刑的手法
都讓人頭皮發麻
這是我人生第一次透過指縫看的不是鬼片的電影
想到自己
也曾經是所謂網路上不負責任的鄉民
以前的璩美鳳事件
Paris Hilton
淡大(輔大)偷拍
冠西葛葛
我有都參與到......
每多一個人點閱
其實都是對當事人多一分的傷害
但偏偏這種手法
效果又出奇的好
抓住人性充滿好奇 又愛窺探人隱私的弱點
達到始作俑者的目的
這部電影
把最大的加害者 歸咎於網友
而不是受過心理創傷的兇手
結局的最後一幕
"How can I download this vedio?"諷刺意味十分明顯
那一天
才看書看到internet崛起的過程
Netscape是怎樣發展出瀏覽器
進而讓資訊變得垂手可得 不再只是在封閉的網域內流傳
網路 抹平了國界 讓群眾效應更為驚人
但在帶給人便利的同時 相對也衍生很多出人意料的副作用
其實 要怎麼去使用 還是操之在人
就像雙面刃一樣
這部電影
在我最近看的幾部片中
可以算是意外的佳作
另外 一些拉拉雜雜的感想
1.黛安蓮恩 老很多 以前她演Jack的時候 好正
2.翻譯很囧 為什麼硫酸就要翻成清大偷出來的 然後明明是大聯盟球員卡 竟然翻成王葛格公仔
3.喜滿客的椅子 會晃 詭異的設計
4.網路罪犯 都好聰明 FBI 也不差
5.結局 黛安蓮恩的反應 有點KUSO 難怪movie板一堆人説是負雷
6.京華城樓下美食街的阿里郎韓式石鍋扮飯 不好吃
- Mar 12 Wed 2008 12:41
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偉哉瑪法達~~~
每天必做的事就是上Zastrology版看今日運勢
也不知道什麼時候 養成這個莫名其妙的習慣
古早以前在我每天中午回家一邊吃飯一邊看開運鑑定團的日子(現在的開運萬事通)
我總是對星座運勢嗤之以鼻
一直到去年2007--- 我26年來最悲慘的一年
- Mar 06 Thu 2008 16:49
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春天櫻花的nail
- Mar 05 Wed 2008 15:00
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My Ashton Kutcher
What Happens in Vegas movie trail
雖然看到姐弟戀就一整個很想吐的我
對Ashton Kutcher依然非常痴迷...
看過他每一部電影 除了Dude,Where's my boss太白爛看不下去
- Jan 17 Thu 2008 15:22
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日本人的電器使用說明
- Dec 24 Mon 2007 16:45
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Enterprise 2.0: The Dawn of Emergent Collaboration
Written by Andrew P. McAfee
There is a new wave of business communication tools including blogs, wikis and group messaging software — which the author has dubbed, collectively, Enterprise 2.0 — that allow for more spontaneous, knowledge-based collaboration. These new tools, the author contends, may well supplant other communication and knowledge management systems with their superior ability to capture tacit knowledge, best practices and relevant experiences from throughout a company and make them readily available to more users. This article offers a paradigm that highlights the salient characteristics of these new technologies, which the author refers to as SLATES (search, links, authoring, tags, extensions, signals).
The resulting organizational communication patterns can lead to highly productive and highly collaborative environments by making both the practices of knowledge work and its outputs more visible. Drawing on case studies and survey data, the article offers managers a set of ground rules for implementing the new technologies. First, it is necessary to create a receptive culture in order to prepare the way for new practices. Second, a common platform must be created to allow for a collaboration infrastructure. Third, an informal rollout of the technologies may be preferred to a more formal procedural change. And fourth, managerial support and leadership is crucial. Even when implanted and implemented well, these new technologies will certainly bring with them new challenges. These tools may well reduce management’s ability to exert unilateral control and to express some level of negativity. Whether a company’s leaders really want this to happen and will be able to resist the temptation to silence dissent is an open question. Leaders will have to play a delicate role if they want Enterprise 2.0 technologies to succeed.
There is a new wave of business communication tools including blogs, wikis and group messaging software — which the author has dubbed, collectively, Enterprise 2.0 — that allow for more spontaneous, knowledge-based collaboration. These new tools, the author contends, may well supplant other communication and knowledge management systems with their superior ability to capture tacit knowledge, best practices and relevant experiences from throughout a company and make them readily available to more users. This article offers a paradigm that highlights the salient characteristics of these new technologies, which the author refers to as SLATES (search, links, authoring, tags, extensions, signals).
The resulting organizational communication patterns can lead to highly productive and highly collaborative environments by making both the practices of knowledge work and its outputs more visible. Drawing on case studies and survey data, the article offers managers a set of ground rules for implementing the new technologies. First, it is necessary to create a receptive culture in order to prepare the way for new practices. Second, a common platform must be created to allow for a collaboration infrastructure. Third, an informal rollout of the technologies may be preferred to a more formal procedural change. And fourth, managerial support and leadership is crucial. Even when implanted and implemented well, these new technologies will certainly bring with them new challenges. These tools may well reduce management’s ability to exert unilateral control and to express some level of negativity. Whether a company’s leaders really want this to happen and will be able to resist the temptation to silence dissent is an open question. Leaders will have to play a delicate role if they want Enterprise 2.0 technologies to succeed.