Traction Roots - Doug Engelbart
The source of the term Journal for the Traction TeamPage database is Douglas Engelbart's NLS system (later renamed Augment), which Doug developed in the 1960's as one of the first hypertext systems.
More importantly, Doug's aim has never been "content management" or some buzzword - it's been improving the performance of teams dealing with complex and challenging tasks - "raising their collective IQ".
In the late 1960's Doug created the Journal (along with the mouse, shared-screen interactive hypertext and video, dynamic outlining and many other inventions) to support the needs of high performance, problem solving teams.
Doug’s first hypertext Journaling systems were deployed as part of the original ARPANet Network Information Center (NIC), starting with ARPANet Node 3 at SRI - i.
I’ve known and admired Doug’s work starting as an undergraduate Computer Science student using Andy van Dam and Ted Nelson's first hypertext system at Brown (1969).
Doug and Andy would visit Context in Portland OR every quarter for a three day meeting - on Context's plans, their advice, and their perspective on hypertext history and evolution.
My advice - if you want to invent the future of the web and social software, carefully read what Doug, Andy, Ted and Alan Kay have written.
See the Doug Engelbart Foundation site (DougEngelbart.org) for Doug's current work, links to many of his papers, and November 2000 National Medal of Technology Award citation .
In 1975 Doug wrote:
Our Journal system was conceived by this author in about 1966.
- I felt it important in many dynamic operations to keep a log (sometimes termed a "journal") that chronicles events by means of a series of unchangeable entries (for instance, to log significant events while evolving a Plan, shaping up a project, trouble-shooting a large operation.
or monitoring on-going operations). These entries would be preserved in original form, serving as the grist for later integration into more organized treatments.
- I also wanted something that would serve essentially the same recorded-dialogue purpose as I perceived a professional journal (plus library) to do.
Compcon 75 Digest, Sep 1975 pp 173-178, Douglas C.
In 1992 Doug wrote:
A result of this continuous knowledge process is a dynamically evolving knowledge base as shown in Figure-7 below, consisting of three primary knowledge domains: intelligence, dialog records, and knowledge products (in this example, the design and support documents for a complex product).
- Intelligence Collection: An alert project group, whether classified as an A, B, or C Activity, always keeps a watchful eye on its external environment, actively surveying, ingesting, and interacting with it.
The resulting intelligence is integrated with other project knowledge on an ongoing basis to identify problems, needs, and opportunities which might require attention or action.
- Dialog Records: Responding effectively to needs and opportunities involves a high degree of coordination and dialog within and across project groups.
This dialog, along with resulting decisions, is integrated with other project knowledge on a continuing basis.
- Knowledge Product: The resulting plans provide a comprehensive picture of the project at hand, including proposals, specifications, descriptions, work breakdown structures, milestones, time lines, staffing, facility requirements, budgets, and so on.
These documents, which are iteratively and collaboratively developed, represent the knowledge products of the project team, and constitute both the current project status and a roadmap for implementation and deployment. The CODIAK process is rarely a one-shot effort. Lessons learned, as well as intelligence and dialog, must be constantly analyzed, digested, and integrated into the knowledge products throughout the life cycle of the project.
Figure-7:: The CODIAK process -- collaborative, dynamic, continuous.
Figure 7 itemizes the evolving knowledge base within three categories: (1) Dialog Records: memos, status reports, meeting minutes, decision trails, design rationale, change requests, commentary, lessons learned, (2) External Intelligence: articles, books, reports, papers, conference proceedings, brochures, market surveys, industry trends, competition, supplier information, customer information, emerging technologies, new techniques (3) Knowledge Products: proposals, plans, budgets, legal contracts, milestones, time lines, design specs, product descriptions, test plans and results, open issues.
from 'Toward High-Performance Organizations: A Strategic Role for Groupware' Douglas C.
[ quoted from grl1427, Greg Lloyd's private TSI blog post of August 2002 ]
See also Doug Engelbart | 85th Birthday Jan 30, 2010
Reinventing the Web
As We May Work - Andy van Dam
The Evolution of Personal Knowledge Management
October 2006 | Burton Group Report - Hypertext and Compound/
And here's what Enterprise 2.