A Dangerous Method -- David Cronenberg film - The Content Philosopher 
 
•    Content is potential information
•    Global assembly of the 787 program -- all built by pictures and diagrams that expressed 40-50 terabytes of data generated each day of the project.


 
•    Part of a document structure
•    Escaping documentation
•    Start with the picture first - then write the words 
•    30 - 50 terabytes of data per day
•    Content projects uncovered the unconscious layer -- things that are undocumented 
•    "Software is unconscious repressed anger of some kind." 
•    "Content strategy sometimes feels a bit like therapy." 
•    "You start seeing into the should of the organization" 
•    "Multiple personalities fighting each other inside your internal site." 
•    "They desperately want to be accepted."
•    What's going on inside how that channeled, repressed, sublimated
•    “Why is this being forced to this location on our website other than the vanity of Vice President such and such?"
•    Meyers-Briggs - many of the newest ways of assessing personality haven't changed in 2500 years 
•    Content strategy is about finding balance between the internal world and external world.
•    Where does this content really come from
•    Leads us down the path of what does the org want to share, how do they want to share it and how does that help advance your business?
•    Has to be about helping the business to succeed; seems to always focus on the external presence. There is no way to fix that unless you move backwards and try to balance it within the source.
•    Metdata: Intrinsic model and extrinsic metadata -- where is it going to be used? Properties that are misplaced to the asset. You treat these are two different types of animals 
•    Can be a powerful tool than just bringing web presence under control and make it sustainable.
•    "I don't lie because I'm not smart enough." Abe Lincoln -- The stories that we tell ourselves and the world
•     This is how sites drift off target. Whatever was originally done was not rooted deeply enough and therefore ins not sustainable. < This is not always a bad thing
•    Case study: Three Gorges Dam -- New Intranet with new taxonomy and started exposing the dark corners of the organization
•    Casts the role of the content strategist in a very positive light and can cause quite substantial change in the organization. Once you show them some of the problems in the public space it can be a great catalyst for change - explosive forces - most of the time it's not so good.
•    Framing a content strategy will open many doors
•    IT - often the super-ego :: Battle the IT groups so they can lock it away somewhere. 
•    What happened to NORTEL? - Problem was: It was all done too late; years of decay. 
•    Look at everything how it moves 
•    Fundamentally dysfunctional -- no one talking to each other. Why things fail…
•    IT sought control and failed -- IT is the often the enemy of transparency and open information architecture 
•    Projects failed -- not shut down the forces that needed to be 
•    Professionals in doing usability tests -- often the 
•    "This was written by a lawyer for government people to read. We have no idea what this means."
•    Let the community define its own plain language; skips the corporate acronyms and clever branding
•    "How often do you have a content management project where the stakeholders ask, 'How much money do you want?'"
•    You excite great passionate and great interest then you expect other forces to kick in.
•    Channel diversification - chiefly tied to the web. 
•    Somebody needs to play the integration role. Somebody needs to figure out how all of these things play together. It is an emergent leadership position.
•    Can be scary / but a great opportunity -- it can be explosive when you go down some of these paths.
•    “What good -- really -- is all of our data if we lock it away in servers in IT? What are we protecting if we are not learning from our data? 
•    TechWirl - article he wrote 
•    Generally look for two specialties -- when you bridge at least two -- you have established the first horizontal -- like a nun chuck 
•    Content is potential information that needs management
•    Information is an action that needs to be effective - information is transactional -- Content is what we prepare -- and not making that distinction now that we have some many channels can be very dangerous
•    "Knowledge is a curse." With some of it comes responsibility -- it's not just about achieving a metric -- you're compelled or required to do something about it.
•    If you really start looking at the sources; it becomes a much more challenging job.
•    The Burden of Content Strategy
•    Gnostyx.com (gollner.ca)
•    Ultimately thinking about the organization as a person or a personality. 
•    Websites as dreams 
•    It's like looking at their dreams -- what they think they are -- and what they really are (not unlike dream analysis)
•    Publishing platform -- Google class data center -- just for change management 
•    In IT -- the technology competency is not in change management