"Now that those who practise justice do so involuntarily and because they have not the power to be unjust will best appear if we imagine something of this kind: having given both to the just and the unjust power to do what they will, let us watch and see whither desire will lead them; then we shall discover in the very act the just and unjust man to be proceeding along the same road, following their interest, which all natures deem to be their good, and are only diverted into the path of justice by the force of law. The liberty which we are supposing may be most completely given to them in the form of such a power as is said to have been possessed by Gyges the ancestor of Croesus the Lydian. According to the tradition, Gyges was a shepherd in the service of the king of Lydia; there was a great storm, and an earthquake made an opening in the earth at the place where he was feeding his flock. Amazed at the sight, he descended into the opening, where, among other marvels, he beheld a hollow brazen horse, having doors, at which he stooping and looking in saw a dead body of stature, as appeared to him, more than human, and having nothing on but a gold ring; this he took from the finger of the dead and reascended. Now the shepherds met together, according to custom, that they might send their monthly report about the flocks to the king; into their assembly he came having the ring on his finger, and as he was sitting among them he chanced to turn the collet of the ring inside his hand, when instantly he became invisible to the rest of the company and they began to speak of him as if he were no longer present. He was astonished at this, and again touching the ring he turned the collet outwards and reappeared; he made several trials of the ring, and always with the same result-when he turned the collet inwards he became invisible, when outwards he reappeared. Whereupon he contrived to be chosen one of the messengers who were sent to the court; where as soon as he arrived he seduced the queen, and with her help conspired against the king and slew him, and took the kingdom. Suppose now that there were two such magic rings, and the just put on one of them and the unjust the other;,no man can be imagined to be of such an iron nature that he would stand fast in justice. No man would keep his hands off what was not his own when he could safely take what he liked out of the market, or go into houses and lie with any one at his pleasure, or kill or release from prison whom he would, and in all respects be like a God among men. Then the actions of the just would be as the actions of the unjust; they would both come at last to the same point. And this we may truly affirm to be a great proof that a man is just, not willingly or because he thinks that justice is any good to him individually, but of necessity, for wherever any one thinks that he can safely be unjust, there he is unjust. For all men believe in their hearts that injustice is far more profitable to the individual than justice, and he who argues as I have been supposing, will say that they are right. If you could imagine any one obtaining this power of becoming invisible, and never doing any wrong or touching what was another's, he would be thought by the lookers-on to be a most wretched idiot, although they would praise him to one another's faces, and keep up appearances with one another from a fear that they too might suffer injustice."
(The Republic, Plato, Internet Classics Archive)
[Plato describes a situation which I think is best understood in terms of the choice between individual and collective benefit. Where it serves our individual interests (as members and custodians of our society) to strive towards a collective ambition. In this way the recent mugging in London shows what happens when this ambition is inverted.]
"The innovator's dilemma is this: a company that does everything by the book - listening to customers, managing by facts, being disciplined about costs and quality, and so forth - can get blindsided by an innovation that rapidly takes away its markets, because it was doing everything right. The innovations that cause this 'why bad things happen to good companies' dilemma are disruptive innovations. The signature story of disruption reads as follows: an upstart low-end competitor displaces a much larger incumbent in a market, with the incumbent either retreating upmarket to higher margin/lower volume products or dying out altogether. ...
Examples are smaller, cheaper hard drives disrupting incumbent hard drive makers, hydraulic shovels disrupting cable-winch shovels (an early 20th century example), PCs disrupting mainframes, ink jet printers disrupting laser printers and, most recently, the Nintendo Wii starting to disrupt the Playstation and the Xbox.
Major though they were, innovations such as CDs, laser printing and jet airplane engines were not disruptive with respect to the technologies they displaced ( cassette tapes, light lens Xerography and piston engines respectively). In each case, the incumbents benefited from these non-disruptive, or sustaining innovations.
The key point to remember is that disruption is a market/business phenomenon and has little to do with technology per se. In particular, a disruptive innovation may or may not represent a major technical breakthrough. Major breakthroughs, which are called ‘radical' in Christenson's model, may or may not be disruptive, while minor, or ‘incremental' innovations can be massively disruptive. The opposite of disruptive is sustaining. Why and how does disruption happen?
A disruptive innovation usually starts as a low-quality differentiated product in a low-volume marginal segment of a much larger mature market, which demands attributes that the mainstream market does not, and which is willing to give up performance attributes the mainstream market is not (example, Wii customers willing to give up sheer processing horsepower for 3d input capability).
A marginal player occupies this segment and starts growing rapidly, solving initial quality problems while retaining a cost advantage.
The incumbent mature market leader, no matter how visionary, is forced to ignore the opportunity because it does not meet the growth needs dictated by its larger size, and also because the disruptive product is not yet good enough for its mainstream customers.
The marginal player goes through a learning curve, solves its quality problems and suddenly starts threatening the market leader in its main markets
The incumbent scrambles to put together a response, nearly always fails because of the disruptor's head start and optimized culture, and retreats to a higher-end market."
(Venkatesh Rao, 23 July 2007)
"Children learn about themselves, others and the world they live in through play. Outdoor environments for play and learning can provide rich experiences for children who seek fantasy and adventure and are innately curious about nature. Children's environments, particularly school and neighbourhood playgrounds, parks and gardens, have the potential to facilitate learning through social, emotional, cognitive and creative opportunities. Unfortunately, in America, the play and learning potential for many outdoor play spaces is underdeveloped."
(Lauri Macmillan Johnson)
Fig.1 The Adventure Playground, 160 University Avenue, Berkeley, California is an example of an open-ended play environment.
Fig.2 commercially available play environments often work to regulate engagement according to social norms.
 Johnson, L. M. (2004). American Playgrounds and Schoolyards - A Time for Change. In School of Landscape Architecture. Tempe, AZ, The University of Arizona Press.
"The Internet has created new opportunities for artists: new opportunities to reach fans and new opportunities to earn a living. In the past, artists like us had to reach fans through companies that relied on old technology. These companies are now being forced to find new ways of doing business but instead of embracing the Internet they're fighting it.
We don't endorse counterfeiting, mass duplication stores. These people hurt artists, robbing us of legitimate sales. But when an individual fan wants our work enough to go through the hassle of finding a way to pirate it online, we see that as an opportunity. It's an opportunity to meet the fan, to connect them to the artist, and ultimately for the artist to be rewarded for their work. This opportunity will be squandered in the world of restrictions, distrust, and civil rights abuses that the middlemen companies want to institutionalise."
(Nathan Torkington, The Pipi Pickers, December 2008)