In the wake of the Coronavirus pandemic, with so many organizations and activities moving online, I’ve seen a remarkable push to ‘professionalize’ [for want of a better word] everything online. You might think that is a good thing, but to me, it is undermining, if not destroying, the free and open culture of the Internet. For example, I can sit down and draft a blog and post it in seconds without fear with the hope that a few people besides myself might enjoy it. It’s fun to share ideas and issues.
Increasingly I hear colleagues talking about doing an event online in a more ‘professional’ way. They want high production value, even though they are shooting a talk, not a major motion picture, or an interview for a major news channel. They need all the organisational trappings, corporate logos, and branding down to the right font.
Of course, I whine, protest, and argue that it is okay to relax a bit online – it can be more ‘Internety’ and that is fine – that is what is special about the Internet and social media. But that does not translate well for those trying to move their professional organizations, meetings, marketing, outreach, courses, and more onto the Internet – and they are bulldozing the culture of the Internet as they do.
I also see the consequences of this transition in my inbox. Email is increasingly dominated by messages from institutions, organizations, campaigns, candidates, and news organizations dressed in all their corporate style guides. Instead of a serious letter sent by snail mail on corporate letterhead, I get more emails with the image of a serious letter on corporate letterhead attached. It is like telemarketing has moved onto the Internet big time, giving me so much to delete before reading.
This invasion of professionalism into all the nooks and crannies of the Internet brings to mind the late John Perry Barlow’s Declaration of Independence. Every year I gain more respect for his vision in his 1996 ‘A Declaration of the Independence of Cyberspace’, which you can read here: https://www.eff.org/cyberspace-independence If he were alive today, he would be so disappointed.
So much has been said about how online chats, email and conferencing are filling the void left by social distancing, I thought it would be worth sending a word of caution.
Communication online is not a real substitute for person-to-person face-to-face communication. It is most often a complement. That is, people generally communicate online with those they communicate with offline. It reinforces face-to-face communication. For example, when you worry that your kids come home from school and spend all their time online with virtual friends, you are probably wrong. They are most likely continuing conversations with kids they talk to at school. So old fears about people being online too much leading to social isolation, are usually overblown. The most connected individuals online tend to be the most connected off-line.
Another example is from work. In the 1970s, communication engineers pushed teleconferencing and video conferencing as a substitute for travel. It was more efficient and environmentally friendly, so why travel to exchange information. It did not work. Instead of what Jack Nilles and his colleagues* called T3, ‘telecommunication-transportation-tradeoffs’, researchers found telecommunication enhanced travel – you would communicate online with people you were going to meet and then communicate after you meet. Telecommunication was a complement, not a substitute.
Of course, people meet new people online, most obviously through the use of online dating or social media, and this is very significant. It reconfigures who you know, not simply how often you communicate with them.** You can extend networks online with individuals who share your interests, for example. The frequent point is where else would you meet others interested in extreme ironing. However, most online communication is with those you speak to in everyday life and work.
The combination of roles attributed to online media are powerful in reinforcing and extending social networks. But in the wake of the pandemic and social distancing, what will be the effect on online social networks? Will social media simply fill the void and compensate for the loss of face-to-face communication? Think of how Zoom, used for video communication among distributed groups, has grown from 10 million to 300 million users in a matter of weeks. So maybe, but I have my doubts.
Depending on how long social distancing continues, I expect that online communication will continue to follow and reinforce offline communication. That is, it will shrink and become far more local. That is what the empirical relationship between on- and off-line communication would tell me. But what about personal experience?
In the short term, I see more of my neighbors, as I clap for the NHS, or walk my dog, or exercise in my neighborhood. And I am more often online with neighbors, such as in a WhatsApp group to ensure that anyone in need of food or other help can get help from a neighbor. Already, my local community has become more important online.
But online, I can see my overall social network becoming less vibrant. It is proportionately filled more with advertising, political campaign messages, and government alerts, and less by personal messages from friends. Having moved several times during my career, I can watch my online network diminishing with those from the place I’ve left and growing from the place to which I’ve moved. Geography matters in part because it reduces off-line communication.
Maybe I am wrong. Times and contexts change such that telecommunication might become a substitute rather than a complement to travel, but I don’t see evidence yet. That said, my bottom line is not to be pessimistic, but also not to be complacent about your social networks.
This may only be a message to myself but think about it. You may well need to be proactive and serious about keeping in touch with friends and family in order to keep your network vital to your life and work. If you let it move with the comings and goings of emails and conference calls, your online life is likely to become less meaningful and vibrant. Social isolation will translate to more online isolation, unless you actively work to ensure this does not happen. You may be communicating more with friends online early in this period of social distancing, but that will pass unless you make a concerted and sustained effort.
*Nilles, J., Carlson, F. R. , Jr., Gray, P., and Hanneman, G. J. (1976), The Telecommunications Transportation Tradeoff: Options for Tomorrow. New York: John Wiley & Sons.
**Dutton, W. H. (1999), Society on the Line. Oxford: Oxford University Press. Also, Dutton, W. H. (2005), ‘Continuity or Transformation? Pp. 13-24 in Dutton, W. H., Kahin, B., O’Callaghan, R., and Wyckoff, A. W. (eds), Transforming Enterprise: The Economic and Social Implications of Information Technology. Cambridge, Massachusetts: The MIT Press.
by Bill Dutton and Arnau Erola based on their discussions with Louise Axon, Mary Bispham, Patricia Esteve-Gonzalez, and Marcel Stolz
In the wake of the Coronavirus pandemic, schools and universities across the globe have moved to online education as a substitute rather than a complement for campus-based instruction. While this mode of online learning may be time-limited and is expected to return to campuses and classroom settings once the Covid-19 outbreak subsides, this period could also be an important watershed for the future of education. Put simply, with thousands of courses and classrooms going online, this could usher in key innovations in the technologies and practices of teaching and learning online in ways that change the future of education.
However, the success of this venture in online learning could be undermined by a variety of challenges. With dramatic moves to online education and a greater reliance on audio, video and Web conferencing systems, like Zoom, Webex and Skype, have come unexpected challenges. One particular challenge that has risen in prominence is efforts of malicious users to sabotage classrooms and discussions, such as by what has been called Zoom-bombing (Zoombombing). Some have defined it as ‘gate-crashing tactics during public video conference calls’, that often entail the ‘flooding of Zoom calls with disturbing images’. There are a growing number of examples of courses and meetings that have been bombed in such ways. It seems that most ‘Zoombombers’ join illegitimately, by somehow gaining access to the meeting or classroom details. But a student who is actually enrolled in a class could create similar problems. In either case, it is clear that zoom-bombing has become an issue for schools and universities, threatening to undermine the vitality of their teaching and relationships with faculty, students, and alumni of their institutions.
We are involved in research on cybersecurity, and see this as one example in the educational domain, of how central cybersecurity initiatives can be to successfully using the Internet and related social media. We also believe that this problem of the digital gate-crasher and related issues of malicious users can be addressed effectively by a number of actors. As you will see, it is in part, but not only, a cybersecurity problem. It involves training in the use of online media, awareness of risks, and a respect for the civility of discussion in the classroom, meetings, and online discussions. Unfortunately, given how abrupt the shift to online learning has been, given efforts to protect the health of students, staff, faculty, and their networks, there has not been sufficient time to inform and train all faculty and students in the use of what is, to many, a new media. Nor has there been time to explain the benefits as well as the risks, intended and unintended, such as is the case with digital gate-crashers.
Not a New Phenomenon
From the earliest years of computer-based conferencing systems, issues have arisen over productively managing and leading discussion online. One to many lectures by instructors have been refined dramatically over the years enabling even commercially viable initiatives in online education, such as Ted Talks, which actually began in the early 1980s and have been refined since, as well as live lectures, provided by many schools for at home students.
But the larger promise of online learning is the technical facility for interaction one-to-one, one-to-many, many-to-one, and many-to-many. An early, pioneering computer-mediated conferencing system, called ‘The Emergency Management Information System and Reference Index’ (EMISARI) led to one of the first academic studies of the issues involved in what was called ‘computerized conferencing’ in the mid-1970s (Hiltz and Turoff 1978). Since the 1970s, many have studied the effective use of the Internet and related social and digital media in online learning. It would be impossible to review this work here, but suffice it to say, problems with the classroom, and online learning have a long and studied history that can inform and address the issues raised by these new digital gate-crashers.
Actors and Actions
This is not simply a problem for an administrator, or a teacher, as online courses and meetings involve a wide array of actors, each of which have particular as well as some shared responsibilities. Here we identify some of the most central actors and some of the actions they can take to address malicious actors in education’s cyberspace.
There are different issues facing different actors in online education. Initially, we focus on the faculty (generally the conference host) side, providing guidance on essential actions that can be taken to diminish the risks of zoom-bombing the future of education. We will then turn to other actors, including students and administrators.
Authentication: as far as possible, limit the connection to specific users by only allowing users authenticated with specific credentials, having a valid and unique link, or possessing an access code. Ideally, many want courses to be open to visitors, but the risks of this are apparent unless the moderator is able to eject malicious users, as discussed below. A pre-registration process for attendees (e.g. via an online ticketing system) could help limit the risk of “trolls” joining while keeping an event open to visitors.
Authorization: limit the technical facilities to which the students or participants in any meeting have access. Keep to the minimum required for the class session. That is, in most circumstances, the instructor should restrict file sharing, chat access, mic holding or video broadcasting if they do not need to use these in the session. This does not prevent students from using chat (interacting with other students) over other media, but it limits disruption of the class. The need to access these resources varies largely depending on the type of classroom, and it is the responsibility of the instructor or host to grant the permissions required.
Monitoring: careful monitoring of the connected participants can help avoid unauthorized connections – the gatecrashers, so the course lead should have access to the list of participants and monitor it routinely. In some cases, virtual classrooms can be locked when no more participants are allowed. (See the last bullet point with respect to stolen accounts.)
Moderation: in the same way that participants are monitored, their participation in the form of text, voice, video or shared links or files, should be reviewed. This can be a tedious task, particularly with a large class, but it is an advantage of online courses that instructors can monitor student participation, comments, and gain a better sense of their engagement. That said, it can take some time and it might not be possible during the class.
Policies: Each institution should have adequate policies and reporting mechanisms to deal with offensive, violent and threatening behaviour in the classroom, real or virtual. Actions or words that are judged offensive, or otherwise toxic language, should not necessarily exclude a student’s opinions from a class discussion, but the students should be aware of and try to abide by the institution’s standards and policies. It is also helpful if student participants have the facility to report offensive posts, which instructors can then review, delete or discuss with the individual(s) posting them.
Procedures: procedures need to be in place to deal in a timely manner (quickly) with stolen credentials and participants behaving irresponsibly. That could involve removing classroom access for an offending user and their loss of authorization to the specific credentials, as well as processes for generating new ones in case they are needed.
The above recommendations provide general guidance in securing online classrooms without any specifics on the technology used. Some platforms such as Zoom, have published their own guidelines for the administrators of online educational initiatives. But here it is useful to identify some of the responsibilities of other actors.
Students need to understand how the principles of behaviour in the classroom translate into the online, virtual classroom. The Internet is not a ‘Wild West, and the rules and etiquette of the classroom need to be followed for effective and productive use of everyone’s time. Students should have the ability to express their opinions and interpretations of course material, but this would be impossible without following rules of appropriate behaviour and what might be called ‘rules of order’, such as raising your hand, which can be done in the virtual classroom (Dutton 1996). Also, just as it would be wrong to give one’s library card to another person, when credentials or links are provided for enabling authentic students to join a class, it is the student’s responsibility to keep these links to themselves, and not share with individuals not legitimately enrolled. These issues need to be discussed with students and possibly linked to the syllabus of any online course.
Administrators and top managers also have a responsibility to ensure that faculty and students have access to training on the technologies and best practices of online learning. It is still the case that some students are better equipped in the online setting than their instructors, but instructors can no longer simply avoid the Internet. It is their responsibility to learn how to manage their classroom, and not blame the technology, but it is the institution’s responsibility to ensure that appropriate training is available to those who need it. Finally, administrations need to ensure that IT staff expertise is as accessible as possible to any instructor that needs assistance with managing their online offerings.
Points of Conclusion and Discussion
On Zoom, and other online learning platforms, instructors may well have more rather than less control of participation in the classroom, even if virtual, such as in easily excluding or muting a participant, but that has its added responsibilities. For example, the classroom is generally viewed as a private space for the instructors and students to interact and learn through candid and open communication about the topics of a course. Some level of toxicity, for example, should not justify expelling a participant. However, this is a serious judgement call for the instructor. Balancing the concerns over freedom of expression, ethical conduct, and a healthy learning environment is a challenge for administrators, students and teachers, but approaches such as those highlighted above are available to manage lectures and discussions in the online environment. Zoom-bombing can be addressed without diminishing online educational initiatives.
We would greatly welcome your comments or criticisms in addressing this problem.
Dutton, W. H. (1996), ‘Network Rules of Order: Regulating Speech in Public Electronic Fora,’ Media, Culture, and Society, 18 (2), 269-90.
Hiltz, S. R., and Turoff, M. (1978), The Network Nation: Human Communication via Comptuer. Reading, Massachusetts: Addison-Wesley Publishing.
In 1994, I helped organize a forum for the Programme on Information and Communication Technologies (PICT) on what we called ‘ICT disasters’. We described and compared three cases, including the shooting down of Iran Air Flight 655 by the USS Vincennes, a US warship patrolling the Persian Gulf, killing all 290 people on the plane. It was incorrectly identified as an Iranian F-14 fighter descending towards the ship, when in fact it was a civilian flight that was ascending. We concluded it was an information disaster in that available information was not correctly communicated, interpreted and acted on in time to prevent this accident and developed explanations for how this was able to occur.
I dare not suggest whether or not the downing of Ukrainian Flight #PS752 is comparable to the disaster of Iran Flight 655 or other civilian flight disasters. The dynamics leading to these two events are undoubtedly very different indeed. However, I do believe this latest disaster in Iran is a case that is worthy of study in ways that will go well beyond assigning blame to particular nations or actors.
There is a need to understand the social, organizational, and technological dynamics of these disasters as a means for improving policy and practice in the specific areas in which they are embedded, but also to learn lessons that could be informative for areas far removed from airline safety and defense. For example, our case study of Iran Flight 655 was studied along with two other case studies in entirely different areas, one involving London ambulance dispatching, and another the London Stock Exchange. The common denominator was the extreme circumstances that were involved in each incident that led them to be perceived as disasters.
By studying extreme cases of information disasters, it might be possible to provide new insights and lessons that are applicable to more routine information failures that occur in organizations and society. Such disasters might help shape safer digital socio-technical outcomes.
If you are interested, let me suggest these readings on the Flight 655 disaster case study and how such cases can be explored for broader lessons, include:
Rochlin, G. I (1991), ‘Iran Flight 655 and the USS Vincennes: Complex, Large-Scale Military Systems and the Failure of Control’, pp. 99-125 in La Porte, T. (ed.), Social Responses to Large Technical Systems (Dordrecht: Kluwer Academic Publishers).
Dutton, W. H., MacKenzie, D., Shapiro, S., and Peltu, M. (1995), Computer Power and Human Limits: Learning from IT and Telecommunications Disasters. Policy Research Paper No. 33 (Uxbridge: PICT, Brunel University).
Peltu, M., MacKenzie, D., Shapiro, S., and Dutton, W. H. (1996), Computer Power and Human Limits, pp. 177-95 in Dutton, W. H. (ed.), Information and Communication Technologies — Visions and Realities. Oxford: Oxford University Press.
Evidence is only beginning to develop about what led to the disaster that beset Malaysian Airlines Flight MH17 over the Eastern Ukraine. However, it is likely to be compared with other military and large technical system disasters, such as when the USS Vincennes accidentally shot down a domestic Iranian Airline, Iran Flight 655 on 3 July 1987. These have been called ‘information disasters’ by myself and colleagues, who have looked at studies of this and other related cases. See our chapter: Peltu, M., MacKenzie, D., Shapiro, S., and Dutton, W. H. (1996), ‘Computer Power and Human Limits,’ in Dutton. W. H. (ed.), Information and Communication Technologies – Visions and Realities, Oxford and New York: Oxford University Press, 177-195. Specific treatment of the USS Vincennes is provided by Rochlin, G. (1991), ‘Iran Air Flight 655 and the USS Vincennes: Complex, Large-Scale Military Systems and the Failure of Control’, pp. 99-125 in La Porte, T. (ed.), Social Responses to Large Technical Systems. Dordrecht: Kluwer Academic Publishers.
In the case of MH17, there seems to be mounting evidence that it was shot down by mistake. A domestic airliner was not the intended target. However, debate is huge over who shot the plane down, and who supplied the weapons. Needless to say, the analysis of such cases often deals with more than the specific information disaster – the mistake, such as in the earlier case: Why did the domestic Iran Flight 655 come to be perceived as a military aircraft descending toward the USS Vincennes, when it was actually climbing? In this respect, such studies do not always deal adequately with the broader political and military issues over responsibility. These broader questions have been the primary and immediate focus of debate over MH17. Rather than understand why MH17 was shot down, people worldwide are wondering who was responsible for putting particular weapons into the hands of the Russian separatists who are widely suspected of firing the missile that took down MH17.* But academics can and should devote their own talents to see if lessons can be learned from such disasters at any level of analysis.
Modernizing and Inspiring a “Startup Mentality” in Legacy Information Technology Organizations
Speakers: David A. Bray, Oxford Martin Associate and CIO of the U.S. FCC, Yorick Wilks, and Greg Taylor
19 June 2014 from 4-5 pm
OII Seminar Room, 1 St Giles’, Oxford
By some estimates, 70% of IT organization budgets are spent on maintaining legacy systems. These costs delays needed transitions to newer technologies. Moreover, this cost estimate only captures those legacy processes automated by IT; several paper-based, manual processes exist and result in additional hidden, human-intensive costs that could benefit from modern IT automation.
This interactive discussion will discuss the opportunities and challenges with inspiring a “startup mentality” in legacy information technology organizations. Dr. David Bray, will discuss his own experiences with inspiring a “startup mentality” in legacy IT organizations as well as future directions for legacy organizations confronted with modernization requirements. The discussion will be chaired by OII’s Dr. Greg Taylor, and Yorick Wilks, an OII Research Associate, and Professor of Artificial Intelligence in the Department of Computer Science at the University of Sheffield, will offer his comments and responses to David’s ideas before opening the discussion to participation from the audience.
The 6th ACM Web Science Conference will be held 23-26 June 2014 on the beautiful campus of Indiana University, Bloomington. Web Science continues to focus on the study of information networks, social communities, organizations, applications, and policies that shape and are shaped by the Web.
The WebSci14 program includes 29 paper presentations, 35 posters with lightening talks, a documentary, and keynotes by Dame Wendy Hall (U. of Southampton), JP Rangaswami (Salesforce.com), Laura DeNardis (American University) and Daniel Tunkelang (LinkedIn). Several workshops will be held in conjunction with the conference on topics such as Altmetrics, computational approaches to social modeling, the complex dynamics of the Web, the Web of scientific knowledge, interdisciplinary coups to calamities, Web Science education, Web observatories, and Cybercrime and Cyberwar. Conference attendees will have an opportunity to enjoy the exhibit Places & Spaces: Mapping Science, meant to inspire cross-disciplinary discussion on how to track and communicate human activity and scientific progress on a global scale. Finally, we will award prizes for the most innovative visualizations of Web data. For this data challenge, we are providing four large datasets that will remain publicly available to Web
I am trying to help colleagues identify some of the most inspiring social innovations supported by the Internet and related digital technologies. Are there critical social challenges that are being addressed through digital innovations? Help us identify them.
The innovations selected will become part of a on-going public database on digital social innovations that might inspire related projects, while recognizing the innovators. There is a good overview of the idea in Wired. To submit a nomination, just send Nominet Trust 100 a URL (nothing else is needed) in an email or a tweet with the hashtag #NT100.
The selection process is being supported and organized by The Nominet Trust, a trust established in 2008 by Nominet, the UK’s domain name registry. Nominet Trust set up the Trust to ‘invest in people committed to using the internet to address big social challenges.’ To accomplish this, they set up a steering committee, headed by Charles Leadbeater, to help create a list of the 100 ‘most inspiring applications of digital technology for social good …’.
I am delighted to be part of that committee and would appreciate your thoughts on any application that you have found to be creatively addressing a social challenge. You can read more about the process, called Nominet Trust 100, but before you move on to other activities, I really hope you can share your own perspective on what you believe to be an inspiring digital social innovation. Don’t hesitate to nominate a project with which you are associated. Nominations will be a very important part of the selection process, but they will be reviewed and discussed by the steering committee. There are only a few more days before the nomination process closes.
There are a growing number of older people who have been injured from falls, often with factures or other orthopaedic problems caused by the fall. The UK has Fall Nurses that visit homes and advise patients and families. The numbers in China make this less feasible, and large numbers of victims from falls have a recurrence. Dr Huipeng SHI is visiting Oxford through our Heath Collaboration Network, and working with us to discuss the feasibility of developing a social network that would enable people who have suffered a fracture to gain more support in their home or care centre. An orthopaedic doctor is most often the first source of information when they reach a hospital, maybe the only source, but it should not be the only source, and nurses are also a scarce resource. Can patients and their families help each other more online?
Dr SHI is experimenting with ways to develop a network community in China, over the Internet, perhaps organized by an orthopaedic unit, that would enable physicians to guide patients over an extended period of time. Older patients, often living at home or alone, could help themselves through such a network, complemented by other activities. They can share their personal experiences of participating in training to strengthen their limbs and suffering another fall. Such a network might also help prevent them from isolation, loneliness or boredom, and create a bridge to other networked communities and services.
I’d like to bring your attention to a workshop that Paul Jackson is organizing at Oxford Brooks University:
9:00 to 5:00, 12 September 2013
Wheatley Campus, Oxford Brookes University
– What threats and opportunities do new mobile technologies present to your organisation and industry?
– How could mobile devices help you reach new customers, provide new sources of value and enable you to do business in more innovative ways?
These are just two of the questions Oxford Brookes will help you answer in a free one-day workshop. The aim is to guide an invited group of businesses through the ‘big issues’ involved in mobile innovation. At the end of the day, we believe you (and your organisation) will be better placed to understand the strategic threats and opportunities presented by mobile technology – as well as having ideas for new projects, products and services.
**Mobile technology – and why it’s important**
Smart-phones and tablet computers (e.g. iPads) have seen a rapid rise in recent years. Along with developments such as wifi and remote sensing equipment, a range of devices have emerged that allow people to work with a radical degree of flexibility. Customers, too, can consume products and services in entirely new ways (just think of books and music). In response to these changes, many organisations are already rethinking their products and processes – what they produce and how they do it – to take advantage of the new technology.
**Mobile adoption will often involve ‘business model’ innovation**
Business model innovation is about more than just new access and communications channels – important though these are! It’s about reconfiguring organisational designs and infrastructures, partnering in new ways, rethinking cost structures and pricing models, and generally developing new value propositions, perhaps for new customer niches. Such changes allow for a new ‘businesses logic’ to emerge – challenging established ways of meeting customer needs. Such developments can spur completely new markets and industries (think Facebook and the Internet). At Brookes we’re keen to look at these big, strategic issues, as enabled by mobile technology.
**How the workshop will work**
The workshop is aimed at practitioners who are interested in exploring these issues for their organisations. We are still looking for companies to express an interest in taking part (see below for more details). The first of these events takes place at Oxford Brookes’ Wheatley campus on 12 September, but other events will follow.
In taking part, you – or one person from your organisation – will work alongside some 10-15 other businesses. On the day there will be a few introductory and feedback sessions, but most of the time will be spent in small groups (just 3-4 people) working through a facilitated set of tasks. These will help you – and the others in your group – understand what mobile technology will mean (and is meaning) for your business and industry, and what you can do in response.
**Why will we be working in groups?**
Group working will provide an opportunity to learn from, and share ideas with, people in non-competitor organisations. Groups will be facilitated by academic members of staff from Brookes, representing a range of different subject areas, including: business strategy, digital marketing, information systems and innovation management. All will be helping you to work through a common methodology and set of exercises.
**Why is Brookes doing this?**
The workshop is an initiative of the Oxford Digital Research Group, based at Brookes. Mobile technology – and its implications for business models – forms part of the group’s research. By working with you, we will be better placed to understand where businesses are on this agenda, and to test and improve our ideas and techniques for helping organisations address it. Put another way, it’s about engaging with businesses in order to generate findings that will have practical effects while adding to the stock of academic knowledge.
**OK, I’m interested. What do I do now?**
Just email Dr Paul Jackson at Brookes on email@example.com expressing your interest. You should also say who might attend the day on your organisation’s behalf, if not you. Please also say why you’re interested and what you’ve done to date on this agenda (if anything). The team at Brookes will then form suitable groups of businesses for the workshop. Note that we’ll be doing our best to have a good spread of organisations and industries, as well as avoiding potential competitive conflicts. There will be other events, subsequent to the 12 September event, so if we can’t fit you in this time, we may suggest a later workshop.
**What else do I need to know?**
If invited to attend, we will ask you to sign a document about ethics and confidentiality. This is just to ensure that everyone understands what will (and will not) happen to the information and ideas they share. Our aim is to make sure you feel comfortable in participating and able to do so in a constructive and open way. Further details on the structure of the day will also be shared at a later date.