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  • Story and news-feed ideas for social network games

    - by arpine
    I am currently working on a educational and fun 2-in-1 game. As I am not a professional, I need advice on story and news-feed. The goal is simple-get richer, the story is about a worker who is trying to get over his/her financial problems and become rich. During the whole gaming process there is a news-feed (every day there are a couple of fresh news about what is going on). The news are fresh and individual so I need to write about 2000 pieces of news for 2 year gaming, maybe more. The problem is that I am not sure whether repetitive news can interest in this game. What can be done to make the news-making process easier but not boring from the point of view of the player?

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  • Three Key Tenets of Optimal Social Collaboration

    - by kellsey.ruppel
    Today's blog post comes to us from John Bruswick! This post is an abridged version of John’s white paper in which he discusses three principals to optimize social collaboration within an enterprise.   By [email protected], Oracle Principal Sales Consultant Effective social collaboration is actionable, deeply contextual and inherently derives its value from business entities outside of itself. How does an organization begin the journey from traditional, siloed collaboration to natural, business entity based social collaboration? Successful enablement of enterprise social collaboration requires that organizations embrace the following tenets and understand that traditional collaborative functionality has inherent limits - it is innovation and integration in accordance with the following tenets that will provide net-new efficiency benefits. Key Tenets of Optimal Social Collaboration Leverage a Ubiquitous Social Fabric - Collaborative activities should be supported through a ubiquitous social fabric, providing a personalized experience, broadcasting key business events and connecting people and business processes.  This supports education of participants working in and around a specific business entity that will benefit from an implicit capture of tacit knowledge and provide continuity between participants.  In the absence of this ubiquitous platform activities can still occur but are essentially siloed causing frequent duplication of effort across similar tasks, with critical tacit knowledge eluding capture. Supply Continuous Context to Support Decision Making and Problem Solving - People generally engage in collaborative behavior to obtain a decision or the resolution for a specific issue.  The time to achieve resolution is referred to as "Solve Time".  Users have traditionally been forced to switch or "alt-tab" between business systems and synthesize their own context across disparate systems and processes.  The constant loss of context forces end users to exert a large amount of effort that could be spent on higher value problem solving. Extend the Collaborative Lifecycle into Back Office - Beyond the solve time from decision making efforts, additional time is expended formalizing the resolution that was generated from collaboration in a system of record.  Extending collaboration to result in the capture of an explicit decision maximizes efficiencies, creating a closed circuit for a particular thread.  This type of structured action may exist today within your organization's customer support system around opening, solving and closing support issues, but generally does not extend to Sales focused collaborative activities. Excelling in the Unstructured Future We will always have to deal with unstructured collaborative processes within our organizations.  Regardless of the participants and nature of the collaborate process, two things are certain – the origination and end points are generally known and relate to a business entity, perhaps a customer, opportunity, order, shipping location, product or otherwise. Imagine the benefits if an organization's key business systems supported a social fabric, provided continuous context and extended the lifecycle around the collaborative decision making to include output into back office systems of record.   The technical hurdle to embracing optimal social collaboration would fall away, leaving the company with an opportunity to focus on and refine how processes were approached.  Time and resources previously required could then be reallocated to focusing on innovation to support competitive differentiation unique to your business. How can you achieve optimal social collaboration? Oracle Social Network enables business users to collaborate with each other using a broad range of collaboration styles and integrates data from a variety of sources and business applications -- allowing you to achieve optimal social collaboration. Looking to learn more? Read John's white paper, where he discusses in further detail the three principals to optimize social collaboration within an enterprise. 

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  • GoodFil.ms Suggests New Movies Based on Friends’ Picks

    - by Jason Fitzpatrick
    Goodfil.ms is a movie suggestion engine that doesn’t suggest movies based on what the critics say or how many anonymous internet points a movie has received, but instead takes into account your personal tastes and the tastes of your friends. From the Goodfil.ms FAQ: Films are social. The best way to find movies is through the people you know. We’ve designed Goodfilms from the ground up to show you what your existing friends are watching and rating, and to focus on showing you what the people around you think about films instead of a random grab bag of “internet voters” or highly specialised critics. Their FAQ file is filled with links to detailed posts about the specifics of the process, so if you’re the curious type we strongly suggest checking it out. In addition to the social-ranking side of Goodfil.ms there’s an excellent “Recent Releases” section for major streaming services like iTunes, Netflix, and Amazon Prime–even if you don’t sign up for the social side of the site you can still keep an eye on the best new releases across the board. What To Do If You Get a Virus on Your Computer Why Enabling “Do Not Track” Doesn’t Stop You From Being Tracked HTG Explains: What is the Windows Page File and Should You Disable It?

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  • How Social Can You Get?

    - by Oracle OpenWorld Blog Team
    By Karen Shamban Get Social at Oracle OpenWorld What: Social Plaza @ Oracle OpenWorldWhen: Tuesday, October 2, Noon–8:00 p.m.Where: Mint Plaza, Fifth Street between Mission and Market Hashtag: #oowJoin Oracle’s social media masters—plus hundreds of your soon-to-be-closest friends—at this all-social social. There will be two bars open from 4:30 p.m. until closing, with drink coupons to go 'round. Also on hand will be one of those famous San Francisco gourmet food trucks—check them out also starting at 4:30 p.m. While you’re there, mug at the Social PhotoBooth—maybe while you're drinking a mug. Social Plaza is going to showcase artists at work—face-to-face. Indie music faves Golden State will be stopping by to play, dance-rageous DJ Brandon Arnovick will be spinning discs, and artist Melanie Alves will be painting the scene—and scenes—right there.  Into fashion? Check out the 20 local fashion designers who will be displaying, discussing, and selling their unique designs. And if you want to add to your t-shirt collection, we’ve got a live print screening planned ... the first 300 socializers will get a t-shirt free. But hey—be sure to mix some technology with your social efforts. Watch Larry Ellison’s keynote live from Social Plaza, drink in hand.   See you there. &amp;amp;amp;amp;amp;amp;lt;span id=&amp;amp;amp;amp;amp;amp;quot;XinhaEditingPostion&amp;amp;amp;amp;amp;amp;quot;&amp;amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;amp;gt;

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  • NBC Sports Chooses Oracle for Social Relationship Management

    - by Pat Ma
    0 0 1 247 1411 involver 11 3 1655 14.0 Normal 0 false false false EN-US JA X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; } NBC Sports wanted to engage fans, grow their audience, and give their advertising customers more value. They wanted to use social media to accomplish this. NBC Sports recognized that sports in inherently social. When you watch a game at the stadium or at home, you’re chatting with the people around you, commenting on plays, and celebrating together after each score. NBC Sports wanted to deliver this same social experience via social media channels. NBC Sports used Oracle Social Relationship Management (SRM) to create an online sporting community on Facebook. Fans can watch sporting events live on NBC television while participating in fan commentary about the event on Facebook. The online fan community is extremely engaged – much like fans in a sporting stadium would be during a game. NBC Sports also pose sporting questions, provide sporting news, and tie-in special promotions with their advertisers to their fans via Facebook. Since implementing their social strategy, NBC Sports has seen their fans become more engaged, their television audience grow, and their advertisers happier with new social offerings. To see how Oracle Social Relationship Management can help create better customer experiences for your company, contact Oracle here. Watch NBC Sports Video: Mark Lazarus, Chairman, NBC Sports Group, describes how Oracle Cloud’s SRM tools helped the broadcaster engage with their fans on social media channels. Watch Thomas Kurian Keynote: Thomas Kurian, Executive Vice President of Product Development, Oracle, describes Oracle’s Cloud platform and application strategy, how it is transforming business management, and delivering great customer experiences here.

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  • Windows Azure Media Services Launched by Microsoft

    Based on Microsoft's Windows Azure cloud, Windows Azure Media Services was created to supply content providers and media partners with cloud capabilities to accommodate and transform massive volumes of digital media into desired formats that customers can access on an on-demand basis. The service also simplifies the process of creating, managing, and delivering media to devices through the use of first-party and third-party media technologies. Numerous third-party technologies from media partners have been integrated to fall beneath the Windows Azure Media Services umbrella. For example, Asp...

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  • Media Center setup won't complete for watching TV

    - by Robert
    I have a problem watching TV in Media Center. The TV constantly pauses 1/2 second then plays 1 second, pauses 1/2 second, plays 1 second - it is constant and does not vary. This problem occurs on all channels, live or recorded. The bottom 5th of the screen is solid green. I know the problem is Media Center because I can use Pinnacle's TVCenterPro and there is no skipping/pausing (and not green on bottom). I was using cable, and switched to DirecTV (satellite). Trying to do "Set up TV signal" in Media Center seems to be what broke it. I get an error "IR Hardware not detected." I can use the remote to "try again" - so the IR hardware works fine (Media Center's remote/sensor). I tried plugging the IR Blaster into both ports, and I tried a different USB port for the IR receiver. I can't complete the setup. Media Center was playing it okay before I tried to run setup. (I ran setup to try to do recording with Media Center.) Pinnacle PCTV 800i HD PCI card (coax cable from DirecTV tuner), ATI Radeon HD 3200 Graphics, Windows XP SP3 Media Center Edition, AMD Athlon Dual Core 2.5 GHz, 1.75 GB RAM.

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  • Media Center setup won't complete for watching TV

    - by Robert
    I have a problem watching TV in Media Center. The TV constantly pauses 1/2 second then plays 1 second, pauses 1/2 second, plays 1 second - it is constant and does not vary. This problem occurs on all channels, live or recorded. The bottom 5th of the screen is solid green. I know the problem is Media Center because I can use Pinnacle's TVCenterPro to watch TV and there is no skipping/pausing (and not green on bottom). I was using cable, and switched to DirecTV (satellite). Trying to do "Set up TV signal" in Media Center seems to be what broke it. I get an error "IR Hardware not detected." I can use the remote to "try again" - so the IR hardware works fine (Media Center's remote/sensor). I tried plugging the IR Blaster into both ports, and I tried a different USB port for the IR receiver. I can't complete the setup. Media Center was playing TV okay (with the new DirecTV) before I tried to run setup. (I ran setup to try to do recording with Media Center.) Hardware/Software: Pinnacle PCTV 800i HD PCI card (coax cable from DirecTV tuner), ATI Radeon HD 3200 Graphics, Windows XP SP3 Media Center Edition, AMD Athlon Dual Core 2.5 GHz, 1.75 GB RAM.

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  • Unexpected media key behavior on new Acer Aspire

    - by Morgan May
    I'm having weird issues with the media keys (play/pause, previous, next, etc.) on a new Acer Aspire laptop. This is the first Acer I've owned and also my first Windows 7 computer, so I'm not sure whether the behavior is a result of some hidden Acer process that I haven't rooted out yet, or some Windows 7 option that I'm not aware of, or something else. I'm experiencing two issues that I suspect are related. Both problems are intermittent but happen more often than not. The media player I'm using is Winamp. I'm pretty sure I've had the same problem when using other media players, but when I tried to verify that before posting this, I only had the problems with Winamp. Because the problems are intermittent, I'm not sure if that's significant. 1) When I press the Play/Pause media key, in addition to playing or pausing the media player, it brings up a little menu in the center of the screen that lists my removable drives (CD/DVD, USB drives, etc.). To make the menu go away I have to either click away from it or hit Escape. Selecting a drive on the menu doesn't seem to do anything. 2) When I press the Previous or Next media keys, it skips 2+ tracks instead of just one (the exact number seems to vary). I've poked around all the control panel options that I can find, and looked through all the utilities that came with the computer with no luck. There's nothing that I can find in the (very slim) documentation, either. I have a hunch that the problem is caused by whatever utility manages global hotkeys, but I haven't found any way to configure that. Any guidance would be greatly appreciated. UPDATE: It looks like Winamp was the culprit. I did have the problem when using other media players, but when I uninstalled Winamp, the problem went away. I'd like to use Winamp, but I can survive with other players.

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  • Create a Social Community of Trust Along With Your Federal Digital Services Governance

    - by TedMcLaughlan
    The Digital Services Governance Recommendations were recently released, supporting the US Federal Government's Digital Government Strategy Milestone Action #4.2 to establish agency-wide governance structures for developing and delivering digital services. Figure 1 - From: "Digital Services Governance Recommendations" While extremely important from a policy and procedure perspective within an Agency's information management and communications enterprise, these recommendations only very lightly reference perhaps the most important success enabler - the "Trusted Community" required for ultimate usefulness of the services delivered. By "ultimate usefulness", I mean the collection of public, transparent properties around government information and digital services that include social trust and validation, social reach, expert respect, and comparative, standard measures of relative value. In other words, do the digital services meet expectations of the public, social media ecosystem (people AND machines)? A rigid governance framework, controlling by rules, policies and roles the creation and dissemination of digital services may meet the expectations of direct end-users and most stakeholders - including the agency information stewards and security officers. All others who may share comments about the services, write about them, swap or review extracts, repackage, visualize or otherwise repurpose the output for use in entirely unanticipated, social ways - these "stakeholders" will not be governed, but may observe guidance generated by a "Trusted Community". As recognized members of the trusted community, these stakeholders may ultimately define the right scope and detail of governance that all other users might observe, promoting and refining the usefulness of the government product as the social ecosystem expects. So, as part of an agency-centric governance framework, it's advised that a flexible governance model be created for stewarding a "Community of Trust" around the digital services. The first steps follow the approach outlined in the Recommendations: Step 1: Gather a Core Team In addition to the roles and responsibilities described, perhaps a set of characteristics and responsibilities can be developed for the "Trusted Community Steward/Advocate" - i.e. a person or team who (a) are entirely cognizant of and respected within the external social media communities, and (b) are trusted both within the agency and outside as practical, responsible, non-partisan communicators of useful information. The may seem like a standard Agency PR/Outreach team role - but often an agency or stakeholder subject matter expert with a public, active social persona works even better. Step 2: Assess What You Have In addition to existing, agency or stakeholder decision-making bodies and assets, it's important to take a PR/Marketing view of the social ecosystem. How visible are the services across the social channels utilized by current or desired constituents of your agency? What's the online reputation of your agency and perhaps the service(s)? Is Search Engine Optimization (SEO) a facet of external communications/publishing lifecycles? Who are the public champions, instigators, value-adders for the digital services, or perhaps just influential "communicators" (i.e. with no stake in the game)? You're essentially assessing your market and social presence, and identifying the actors (including your own agency employees) in the existing community of trust. Step 3: Determine What You Want The evolving Community of Trust will most readily absorb, support and provide feedback regarding "Core Principles" (Element B of the "six essential elements of a digital services governance structure") shared by your Agency, and obviously play a large, though probably very unstructured part in Element D "Stakeholder Input and Participation". Plan for this, and seek input from the social media community with respect to performance metrics - these should be geared around the outcome and growth of the trusted communities actions. How big and active is this community? What's the influential reach of this community with respect to particular messaging or campaigns generated by the Agency? What's the referral rate TO your digital services, FROM channels owned or operated by members of this community? (this requires governance with respect to content generation inclusive of "markers" or "tags"). At this point, while your Agency proceeds with steps 4 ("Build/Validate the Governance Structure") and 5 ("Share, Review, Upgrade"), the Community of Trust might as well just get going, and start adding value and usefulness to the existing conversations, existing data services - loosely though directionally-stewarded by your trusted advocate(s). Why is this an "Enterprise Architecture" topic? Because it's increasingly apparent that a Public Service "Enterprise" is not wholly contained within Agency facilities, firewalls and job titles - it's also manifested in actual, perceived or representative forms outside the walls, on the social Internet. An Agency's EA model and resulting investments both facilitate and are impacted by the "Social Enterprise". At Oracle, we're very active both within our Enterprise and outside, helping foster social architectures that enable truly useful public services, digital or otherwise.

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  • Mobile Apps: An Ongoing Revolution

    - by Steve Walker
    a guest post from Suhas Uliyar, VP Mobile Strategy, Product Management, Oracle The rise of smartphone apps have proved transformational for businesses, increasing the productivity of employees while simultaneously creating some seriously cool end user experiences. But this is a revolution that is only just beginning. Over the next few years, apps will change everything about the way enterprises work as well as overhauling the experiences of customers. The spark for this revolution is simplicity. Simplicity has already proved important for the front-end of apps, which are now often as compelling and intuitive as consumer apps. Businesses will encourage this trend, both to further increase employee productivity and to attract ‘digital natives’ (as employees and customers). With the variety of front-end development tools available already, this should be a simple mission for developers to accomplish – but front-end simplicity alone is not enough for the enterprise mobile revolution. Without the right content even the most user-friendly app is useless. Yet when it comes to integrating apps with ‘back-end’ systems to enable this content, developers often face a complex, costly and time-consuming task. Then there is security: how can developers strike a balance between complying with enterprise security policies and keeping the user experience simple? Complexity has acted as a brake on innovation, with integration and security compliance swallowing enterprise resources. This is why the simplification of integration, security and scalability is so important: it frees time and money for revolutionary innovation. The key is to put in place a complete and unified SOA integration platform that runs across the entire enterprise and enables organizations to easily integrate and connect applications across IT environments. The platform must also be capable of abstracting apps from the underlying OS and enabling a ‘write-once, run- anywhere’ capability for mobile devices - essential for BYOD environments and integrating third-party apps. Mobile Back-end-as-a-Service can also be very important in streamlining back-end integration. Mobile services offered through the cloud can simplify mobile application development with a standard approach to dealing with complex server-side programming and integration issues. This allows the business to innovate at its own pace while providing developers with a choice of tools to speed development and integration. Finally, there is security, which must be done in a way that encourages users to make the most of their mobile devices and applications. As mobile users, we want convenience and that is why we generally approve of businesses that adopt BYOD policies. Enterprises can safely encourage BYOD as they can separate, protect, and wipe corporate applications by installing a secure ‘container’ around corporate applications on any mobile device. BYOD management also means users’ personal applications and data can be kept separate from the enterprise information – giving them the confidence they need to embrace the use of their devices for corporate apps. Enterprises that place mobility at the heart of what they do will fundamentally transform their businesses and leap ahead of the competition. As businesses take to mobile platforms that simplify integration, security and scalability we will see a blossoming of innovation that will drive new levels of user convenience and create new ways of working that we are only beginning to imagine.

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  • How to view the filter graph used by Windows Media Player

    - by Ian Boyd
    i have a video that i cannot render in Graph Edit: GSpot cannot render: and AVISynth's DirectShowSource cannot open: And yet Windows Media Player (12) can play it fine. How can i figure out the filters that Windows Media Player is using, when DirectShow itself cannot render the file? i tried running GraphEdit as an adminstrator and connecting to a remote graph, but Windows Media Player does not register its graph in the running objects table: Related question: How can i access a file in AviSynth that Windows Media Player can play, but DirectShow cannot?

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  • How to make Windows Media Player play only audio of video files - Windows 7

    - by blasteralfred
    Usually, for any video file, Windows Media Player plays video along with audio, unless user press mute, so that only video comes out. In such a way reverse, is it possible to make media player play videos in which audio may come out, not video, and media player may show a blank screen or default animation instead of video? I use Windows 7. Is it possible to play videos without displaying video in Windows Media Player 12

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  • 13 MORE Things from the Oracle Social Summit You Should Know

    - by Mike Stiles
    In our previous blog, we started giving those of you who couldn’t make it just a sampling of the valuable takeaways from the first annual Oracle Social Summit, held Nov 14 and 15 in Las Vegas. And while yes, 13 items is a pretty healthy sampling, we wanted to go the extra mile and give you 13 more, an indication of just how much great information came out of it.  Follow the arrow, and come on in as if you were there with us. 1. Weber Shandwick takes a 70/20/10 approach when advising clients how to allocate resources to paid social opportunities. 70% of spend should go toward paid opportunities the agency and client both know work, 20% should go toward paid social the agency knows works, and 10% should go toward experimentation. (Matt Dickman – Weber Shandwick) 2. By 2017, the technically competent CMO will spend more on IT than the CIO. (Gartner Study) 3. CIOs are focused on infrastructure. As the roles of the CMO and CIO continue coming together, those CIOs have to make a very conscious decision to get CMOs what they need. 4. It’s now harder for brands to differentiate based on product. The advantage will go to the brands that are successful in garnering customer trust. 5. More and more, enterprise software is going to start looking like the software consumers are used to seeing and using. 6. You will see brands prioritizing mobile and dropping investments in www, HTML, POS systems, etc. 7. The social graph has to be added to brands’ customer data for a more holistic view. Customers will give you the information you need if the reward is appropriate. 8. Viacom did a study that showed viewers are most honest on social. Not so much on surveys or other feedback vehicles. 9. How are you determining your influencers? Influence isn’t about reach. It’s about getting people to change behavior. 10. A mix of skills is becoming critically important in a social staff. It shouldn’t be a mixture of several disciplines, not just a bunch of “social experts.” 11. If senior management isn’t engaged, the social team is forced into guessing what might be considered a “success” by the C-suite. 12. Mobile customization will be getting big investments from brands in 2013. Brands need to provide shoppers utility, not just information. 75% will use mobile this holiday season to avoid in-store madness. 13. Data becomes information, information becomes insight, and insight becomes actionable. The Oracle Social Summit brought together brands, agencies, Oracle social experts and industry thought leaders to take a serious look at where social stands today, and where it’s headed in the near future. Given the speed of social’s evolution, attending such events (or at least reading nifty summary blogs) is a good investment in making sure your enterprise isn’t falling gradually behind.

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  • Social Search: Looking for Love

    - by Mike Stiles
    For marketers and enterprise executives who have placed a higher priority on and allocated bigger budgets to search over social, it might be time to notice yet another shift that’s well underway. Social is search. Search marketing was always more of an internal slam-dunk than other digital initiatives. Even a C-suite that understood little about the new technology world knew it’s a good thing when people are able to find you. Google was the new Yellow Pages. Only with Google, you could get your listing first without naming yourself “AAAA Plumbing.” There were wizards out there who could give your business prominence in front of people who were specifically looking for what you offered. Other search giants like Bing also came along to offer such ideal matchmaking possibilities. But what if the consumer isn’t using a search engine to find what they’re looking for? And what if the search engines started altering their algorithms so that search placement manipulation was more difficult? Both of those things have started to happen. Experian Hitwise’s numbers show that visits to the major search engines in the UK dropped 100 million through August. Search engines are far from dead, or even challenged. But more and more, the public is discovering the sites and brands they need through advice they get via social, not search. You’ll find the worlds of social and search increasingly co-mingling as well. Search behemoths Google and Bing are including Facebook and Google+ into their engines. Meanwhile, Facebook and Twitter have done some integration of global web search into their platforms. So what makes social such a worthwhile search entity for brands? First and foremost, the consumer has demonstrated a behavior of acting on recommendations from social connections. A cry in the wilderness like, “Anybody know any good catering companies?” will usually yield a link (and an endorsement) from a friend such as “Yeah, check out Just-Cheese-Balls Catering.” There’s no such human-driven force/influence behind the big search engines. Facebook’s Mark Zuckerberg and others call it “Friend Mining.” It is, in essence, searching for answers from friends’ experiences as opposed to faceless code. And Facebook has all of those friends’ experiences already stored as data. eMarketer says search in an $18 billion business, and investors are really into it. So no shock Facebook’s ready to leverage their social graph into relevant search. What do you do about all this as a brand? For one thing, it’s going to lead to some interesting paid marketing opportunities around the corner, including Sponsored Stories bought against certain queries, inserting deals into search results, capitalizing on social search results on mobile, etc. Apart from that, it might be time to stop mentally separating social and search in your strategic planning and budgeting. Courting your fans on social will cumulatively add up to more valuable, personally endorsed recommendations for your company when a consumer conducts a search on social. Fail to foster those relationships, fail to engage, fail to provide knock-em-dead customer service, fail to wow them with your actual products and services…and you’ll wind up with the visibility you deserve in social search results.

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  • Merging Social Accounts: What We Learned This Weekend

    - by Mike Stiles
    Guest Post by Erika BrookesWe learned that it’s not always as easy as you think it’s going to be. While it’s widely accepted that merging multiple owned Facebook Pages that are duplicating communities and putting out the same type of content is a best practice, actually pulling it off without rattling fans is a trickier proposition. Facebook is nice and clear about how to merge Facebook Pages. Although content is not carried over, Likes from the pages you’re merging are. So you can imagine the surprise when such fans start seeing posts in their News Feed from a page they don’t believe they ever Liked. One community member accurately likened it to having your bank come under another bank’s brand name. The Facebook Page changes to the new brand, just like your debit card, emails, signs and other communication. This weekend we did our merge. The Facebook communities of Vitrue, Involver and Collective Intellect were pulled into one community, Oracle Social. Could we have handled it better? Oh yeah. Our intent was to make sure, to the fullest extent possible, that the fans of the Vitrue, Involver, and Collective Intellect brand pages were well-informed about the pending page merges in ADVANCE of the merge. While many were aware that Oracle acquired the three companies, many were not. We learned from fan feedback that we should have sent notifications MUCH earlier to make the brand Page merge crystal clear and to answer any questions. That was our bad, our responsibility and we apologize for Oracle Social showing up in your News Feed if you were not aware that it was a result of your fandom of Vitrue, Involver or Collective Intellect. It was our job to make you aware well in advance. Some felt they had never Liked the fan Pages of Vitrue, Involver or Collective Intellect, so they were understandably upset (some cultures may call it “fit to be tied”) when they found themselves fans of Oracle Social. One thing to consider is that since 2009, brands and developers have used and enjoyed free Involver tab apps like Twitter, RSS and YouTube (1.2 million of which are currently active), which included an opt-in Liking the Involver Page. Often, when Liking happens in a manner outside of the traditional clicking of a Like button on a brand Page, it’s easy to forget a Page was indeed Liked. Lastly, a few felt that their Like of the Page had been “bought.” It was not. No fans or Likes were separately purchased. Yes, the companies and the social properties of Vitrue, Involver and Collective Intellect were acquired by Oracle. Those brands are now being coordinated into the larger Oracle brand. In social media, that means those brands are being integrated into the Oracle Social community. So what now? We apologize and apply lessons learned. We learned that you not only have to communicate thoroughly and clearly, but you have to communicate well in advance of any actionable items that will affect fans. We’re more than willing to walk straight to the woodshed when we deserve it. Going forward, the social team here is dedicated to facilitating content, discussion and sharing around social for marketers, agencies, IT stakeholders and social staffs, including community managers. We anticipate Oracle Social being the premier gathering place for true social innovators as we move into social’s exciting next phase of development. Inevitably, some will still feel they are fans of the Page in error. While we hate to see you go, you may unlike the Page if it’s not relevant or useful to you. Let’s continue to contribute, participate, foster our desire to learn, and move forward together positively and constructively - both for current fans of the community and the many fans to come.

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  • Screenshot Tour: XBMC 11 Eden Rocks Improved iOS Support, AirPlay, and Even a Custom XBMC OS

    - by Jason Fitzpatrick
    XBMC, the wildly popular, free, and robust open-source media center suite, has a new version. XBMC 11 Eden is bursting with new features, improvements, and is even available as a stand-alone XBMC-centric OS. We’re big XBMC fans around here, so you’ll have to excuse us if we gush a little about how great the new XBMC 11 Eden release is. If you’re currently on XBMC 10, you’re in for quite a few treats with this upgrade. If you’ve never used XBMC before, well then, you’re in for a media center experience like you’ve never had one before. Here is what’s new in XBMC 11. How To Be Your Own Personal Clone Army (With a Little Photoshop) How To Properly Scan a Photograph (And Get An Even Better Image) The HTG Guide to Hiding Your Data in a TrueCrypt Hidden Volume

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  • python-social-auth AuthCanceled exception

    - by vero4ka
    I'm using python-social-auth in my Django application for authentication via Facebook. But when a user tries to login and when it's been refirected to Facebook app page clicks on "Cancel" button, appears the following exception: ERROR 2014-01-03 15:32:15,308 base :: Internal Server Error: /complete/facebook/ Traceback (most recent call last): File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/django/core/handlers/base.py", line 114, in get_response response = wrapped_callback(request, *callback_args, **callback_kwargs) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/django/views/decorators/csrf.py", line 57, in wrapped_view return view_func(*args, **kwargs) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/apps/django_app/utils.py", line 45, in wrapper return func(request, backend, *args, **kwargs) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/apps/django_app/views.py", line 21, in complete redirect_name=REDIRECT_FIELD_NAME, *args, **kwargs) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/actions.py", line 54, in do_complete *args, **kwargs) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/strategies/base.py", line 62, in complete return self.backend.auth_complete(*args, **kwargs) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/backends/facebook.py", line 63, in auth_complete self.process_error(self.data) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/backends/facebook.py", line 56, in process_error super(FacebookOAuth2, self).process_error(data) File "/home/vera/virtualenv/myapp/local/lib/python2.7/site-packages/social/backends/oauth.py", line 312, in process_error raise AuthCanceled(self, data.get('error_description', '')) AuthCanceled: Authentication process canceled Is the any way to catch it Django?

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  • Windows Media Center doesn't see my movies

    - by DrJekyll
    I am trying to configure my Windows Media Center (Windows 7 Ultimate). I selected folder with my movies and added it to the library, but when I went to the movies library, it says "There are no items in this library yet - Windows Media Center is searching for media files in the background...". I have all necessary codecs installed, Windows Media Player opens those movies correctly. When I right click on the file - Open with - Windows Media Center it also plays them without any problem. Any ideas why they don't appear in the libraries?

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  • Music player alternative to windows Media Player

    - by patjbs
    I find the UI and general usability of the prepackaged windows Media Player to be cludgy and at times incomprehensible. I used to use programs like WinAmp and Sonique, many years ago. What are some current alternatives to the windows Media Player? I don't have iTunes - I'm pretty happy with ripping my own audio files from my album collection. I'm specifically looking for the follow qualities/abilities: Easy sorting and manipulation of the media library Easy tagging of media - marking favorites and ratings, etc. Preferably lightweight. Something like a Picasa for audio media.

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  • Is there a way to browse a media server (MediaTomb) with a media player (VLC)?

    - by twig
    I currently have an EEE PC set up with LinuxMint as my media server using MediaTomb. I use VLC as my media player on another Windows computer to watch videos off the media server. It works fine, but the current process is: Open up browser and navigate to folder Find the file I want to play and copy URL Paste URL into VLC and watch. This is fine for me on the PC, but it is a little troublesome for my parents to grasp (or for me to use on the phone). Ideally I'd like to: Open up VLC Browse to the file (using VLC) Click/select to play If there is any solution which is similar to this, please let me know. I'm willing to change the software on both server and client to accommodate (although it somewhat depends on which formats are supported on the server) Side note: I've tried searching online for this but I find a lot of jargon such as "media server/centre", media streaming, DLNA, UPNP and feel that some people are either using them interchangeably or incorrectly.

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  • Intel RAID0 on Windows 8 not Displaying Correct Media Type

    - by kobaltz
    I have my primary C Drive which consists of 2 Intel 120GB SSD Drives in a RAID0. I have a clean install of Windows 8 Pro, latest MEI software, latest RST software, latest Intel Toolbox. Prior to this I had installed Windows 8 Pro as an upgrade. When I went into the Optimize Drives while in the Upgrade installation, it showed the Media Types as Solid State Drives. However, now since I am in a brand new install, it is showing the Media Type as Hard Disk Drive. I am worried about this because of the trim not working properly. Before when in the upgrade, it showed SSD as the media type and the Optimize option would perform a manual trim. Unfortunately, my search credentials on Google are so common to many other things (ie Raid0, SSD, Windows 8, Media Type) that all I am finding are useless topics. Before, (found on random site) it showed the Media Type as below

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  • Is Social Media The Vital Skill You Aren’t Tracking?

    - by HCM-Oracle
    By Mark Bennett - Originally featured in Talent Management Excellence The ever-increasing presence of the workforce on social media presents opportunities as well as risks for organizations. While on the one hand, we read about social media embarrassments happening to organizations, on the other we see that social media activities by workers and candidates can enhance a company’s brand and provide insight into what individuals are, or can become, influencers in the social media sphere. HR can play a key role in helping organizations make the most value out of the activities and presence of workers and candidates, while at the same time also helping to manage the risks that come with the permanence and viral nature of social media. What is Missing from Understanding Our Workforce? “If only HP knew what HP knows, we would be three-times more productive.”  Lew Platt, Former Chairman, President, CEO, Hewlett-Packard  What Lew Platt recognized was that organizations only have a partial understanding of what their workforce is capable of. This lack of understanding impacts the company in several negative ways: 1. A particular skill that the company needs to access in one part of the organization might exist somewhere else, but there is no record that the skill exists, so the need is unfulfilled. 2. As market conditions change rapidly, the company needs to know strategic options, but some options are missed entirely because the company doesn’t know that sufficient capability already exists to enable those options. 3. Employees may miss out on opportunities to demonstrate how their hidden skills could create new value to the company. Why don’t companies have that more complete picture of their workforce capabilities – that is, not know what they know? One very good explanation is that companies put most of their efforts into rating their workforce according to the jobs and roles they are filling today. This is the essence of two important talent management processes: recruiting and performance appraisals.  In recruiting, a set of requirements is put together for a job, either explicitly or indirectly through a job description. During the recruiting process, much of the attention is paid towards whether the candidate has the qualifications, the skills, the experience and the cultural fit to be successful in the role. This makes a lot of sense.  In the performance appraisal process, an employee is measured on how well they performed the functions of their role and in an effort to help the employee do even better next time, they are also measured on proficiency in the competencies that are deemed to be key in doing that job. Again, the logic is impeccable.  But in both these cases, two adages come to mind: 1. What gets measured is what gets managed. 2. You only see what you are looking for. In other words, the fact that the current roles the workforce are performing are the basis for measuring which capabilities the workforce has, makes them the only capabilities to be measured. What was initially meant to be a positive, i.e. identify what is needed to perform well and measure it, in order that it can be managed, comes with the unintended negative consequence of overshadowing the other capabilities the workforce has. This also comes with an employee engagement price, for the measurements and management of workforce capabilities is to typically focus on where the workforce comes up short. Again, it makes sense to do this, since improving a capability that appears to result in improved performance benefits, both the individual through improved performance ratings and the company through improved productivity. But this is based on the assumption that the capabilities identified and their required proficiencies are the only attributes of the individual that matter. Anything else the individual brings that results in high performance, while resulting in a desired performance outcome, often goes unrecognized or underappreciated at best. As social media begins to occupy a more important part in current and future roles in organizations, businesses must incorporate social media savvy and innovation into job descriptions and expectations. These new measures could provide insight into how well someone can use social media tools to influence communities and decision makers; keep abreast of trends in fast-moving industries; present a positive brand image for the organization around thought leadership, customer focus, social responsibility; and coordinate and collaborate with partners. These measures should demonstrate the “social capital” the individual has invested in and developed over time. Without this dimension, “short cut” methods may generate a narrow set of positive metrics that do not have real, long-lasting benefits to the organization. How Workforce Reputation Management Helps HR Harness Social Media With hundreds of petabytes of social media data flowing across Facebook, LinkedIn and Twitter, businesses are tapping technology solutions to effectively leverage social for HR. Workforce reputation management technology helps organizations discover, mobilize and retain talent by providing insight into the social reputation and influence of the workforce while also helping organizations monitor employee social media policy compliance and mitigate social media risk.  There are three major ways that workforce reputation management technology can play a strategic role to support HR: 1. Improve Awareness and Decisions on Talent Many organizations measure the skills and competencies that they know they need today, but are unaware of what other skills and competencies their workforce has that could be essential tomorrow. How about whether your workforce has the reputation and influence to make their skills and competencies more effective? Many organizations don’t have insight into the social media “reach” their workforce has, which is becoming more critical to business performance. These features help organizations, managers, and employees improve many talent processes and decision making, including the following: Hiring and Assignments. People and teams with higher reputations are considered more valuable and effective workers. Someone with high reputation who refers a candidate also can have high credibility as a source for hires.   Training and Development. Reputation trend analysis can impact program decisions regarding training offerings by showing how reputation and influence across the workforce changes in concert with training. Worker reputation impacts development plans and goal choices by helping the individual see which development efforts result in improved reputation and influence.   Finding Hidden Talent. Managers can discover hidden talent and skills amongst employees based on a combination of social profile information and social media reputation. Employees can improve their personal brand and accelerate their career development.  2. Talent Search and Discovery The right technology helps organizations find information on people that might otherwise be hidden. By leveraging access to candidate and worker social profiles as well as their social relationships, workforce reputation management provides companies with a more complete picture of what their knowledge, skills, and attributes are and what they can in turn access. This more complete information helps to find the right talent both outside the organization as well as the right, perhaps previously hidden talent, within the organization to fill roles and staff projects, particularly those roles and projects that are required in reaction to fast-changing opportunities and circumstances. 3. Reputation Brings Credibility Workforce reputation management technology provides a clearer picture of how candidates and workers are viewed by their peers and communities across a wide range of social reputation and influence metrics. This information is less subject to individual bias and can impact critical decision-making. Knowing the individual’s reputation and influence enables the organization to predict how well their capabilities and behaviors will have a positive effect on desired business outcomes. Many roles that have the highest impact on overall business performance are dependent on the individual’s influence and reputation. In addition, reputation and influence measures offer a very tangible source of feedback for workers, providing them with insight that helps them develop themselves and their careers and see the effectiveness of those efforts by tracking changes over time in their reputation and influence. The following are some examples of the different reputation and influence measures of the workforce that Workforce Reputation Management could gather and analyze: Generosity – How often the user reposts other’s posts. Influence – How often the user’s material is reposted by others.  Engagement – The ratio of recent posts with references (e.g. links to other posts) to the total number of posts.  Activity – How frequently the user posts. (e.g. number per day)  Impact – The size of the users’ social networks, which indicates their ability to reach unique followers, friends, or users.   Clout – The number of references and citations of the user’s material in others’ posts.  The Vital Ingredient of Workforce Reputation Management: Employee Participation “Nothing about me, without me.” Valerie Billingham, “Through the Patient’s Eyes”, Salzburg Seminar Session 356, 1998 Since data resides primarily in social media, a question arises: what manner is used to collect that data? While much of social media activity is publicly accessible (as many who wished otherwise have learned to their chagrin), the social norms of social media have developed to put some restrictions on what is acceptable behavior and by whom. Disregarding these norms risks a repercussion firestorm. One of the more recognized norms is that while individuals can follow and engage with other individual’s public social activity (e.g. Twitter updates) fairly freely, the more an organization does this unprompted and without getting permission from the individual beforehand, the more likely the organization risks a totally opposite outcome from the one desired. Instead, the organization must look for permission from the individual, which can be met with resistance. That resistance comes from not knowing how the information will be used, how it will be shared with others, and not receiving enough benefit in return for granting permission. As the quote above about patient concerns and rights succinctly states, no one likes not feeling in control of the information about themselves, or the uncertainty about where it will be used. This is well understood in consumer social media (i.e. permission-based marketing) and is applicable to workforce reputation management. However, asking permission leaves open the very real possibility that no one, or so few, will grant permission, resulting in a small set of data with little usefulness for the company. Connecting Individual Motivation to Organization Needs So what is it that makes an individual decide to grant an organization access to the data it wants? It is when the individual’s own motivations are in alignment with the organization’s objectives. In the case of workforce reputation management, when the individual is motivated by a desire for increased visibility and career growth opportunities to advertise their skills and level of influence and reputation, they are aligned with the organizations’ objectives; to fill resource needs or strategically build better awareness of what skills are present in the workforce, as well as levels of influence and reputation. Individuals can see the benefit of granting access permission to the company through multiple means. One is through simple social awareness; they begin to discover that peers who are getting more career opportunities are those who are signed up for workforce reputation management. Another is where companies take the message directly to the individual; we think you would benefit from signing up with our workforce reputation management solution. Another, more strategic approach is to make reputation management part of a larger Career Development effort by the company; providing a wide set of tools to help the workforce find ways to plan and take action to achieve their career aspirations in the organization. An effective mechanism, that facilitates connecting the visibility and career growth motivations of the workforce with the larger context of the organization’s business objectives, is to use game mechanics to help individuals transform their career goals into concrete, actionable steps, such as signing up for reputation management. This works in favor of companies looking to use workforce reputation because the workforce is more apt to see how it fits into achieving their overall career goals, as well as seeing how other participation brings additional benefits.  Once an individual has signed up with reputation management, not only have they made themselves more visible within the organization and increased their career growth opportunities, they have also enabled a tool that they can use to better understand how their actions and behaviors impact their influence and reputation. Since they will be able to see their reputation and influence measurements change over time, they will gain better insight into how reputation and influence impacts their effectiveness in a role, as well as how their behaviors and skill levels in turn affect their influence and reputation. This insight can trigger much more directed, and effective, efforts by the individual to improve their ability to perform at a higher level and become more productive. The increased sense of autonomy the individual experiences, in linking the insight they gain to the actions and behavior changes they make, greatly enhances their engagement with their role as well as their career prospects within the company. Workforce reputation management takes the wide range of disparate data about the workforce being produced across various social media platforms and transforms it into accessible, relevant, and actionable information that helps the organization achieve its desired business objectives. Social media holds untapped insights about your talent, brand and business, and workforce reputation management can help unlock them. Imagine - if you could find the hidden secrets of your businesses, how much more productive and efficient would your organization be? Mark Bennett is a Director of Product Strategy at Oracle. Mark focuses on setting the strategic vision and direction for tools that help organizations understand, shape, and leverage the capabilities of their workforce to achieve business objectives, as well as help individuals work effectively to achieve their goals and navigate their own growth. His combination of a deep technical background in software design and development, coupled with a broad knowledge of business challenges and thinking in today’s globalized, rapidly changing, technology accelerated economy, has enabled him to identify and incorporate key innovations that are central to Oracle Fusion’s unique value proposition. Mark has over the course of his career been in charge of the design, development, and strategy of Talent Management products and the design and development of cutting edge software that is better equipped to handle the increasingly complex demands of users while also remaining easy to use. Follow him @mpbennett

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