Epiphany-browser 1.3.0 (Development)
Grok Headline matches for Epiphany-browser 1.3.0 (Development)
Epiphany-browser 1.7.1 (Development
branch)
Epiphany-browser 1.7.1 (Development
branch)
06/05/2005 11:23 PM
Epiphany is a GNOME web browser based on the
Mozilla rendering engine. Its goals are
simplicity, standards compliance, and integration
with GNOME.
License: GNU General Public License (GPL)
Changes:
This release features integrated Python bindings, and a find toolbar
similar to the one found in Firefox.
Epiphany-browser 1.0.5
Epiphany-browser 1.0.5
11/06/2003 07:21 PMA GNOME Web browser.
Epiphany-browser 1.0.6
Epiphany-browser 1.0.6
11/11/2003 05:40 PMA GNOME Web browser.
Epiphany-browser 1.6.2 (Default branch)
Epiphany-browser 1.6.2 (Default branch)
04/15/2005 12:19 AM
Epiphany is a GNOME web browser based on the
Mozilla rendering engine. Its goals are
simplicity, standards compliance, and integration
with GNOME.
Changes:
This release fixes a small issue with the location bar, and
adapts to changing Mozilla APIs.
Epiphany-browser 1.6.1 (Default branch)
Epiphany-browser 1.6.1 (Default branch)
04/03/2005 03:46 AM
Epiphany is a GNOME web browser based on the
Mozilla rendering engine. Its goals are
simplicity, standards compliance, and integration
with GNOME.
Changes:
This version fixes crashes related to the tabs menu and
window closing, and resolves some minor issues with
typeahead find and the MIME type list.
Epiphany Extensions 1.1.0 (Development)
Epiphany Extensions 1.1.0 (Development)
06/02/2004 12:03 PMA collection of extensions for Epiphany.
Firefox Browser 0.9 (Development)
Firefox Browser 0.9 (Development)
06/15/2004 10:36 PMA Mozilla-based browser.
Mozilla ditches browser suite
development
Mozilla ditches browser suite
development
03/14/2005 05:35 PMThe Mozilla Foundation said late yesterday that it is cutting off
development of its flagship Mozilla browser suite with the current
1.7.x line but will back a community-supported version of the suite
for those who want to continue using it.
Plugins and Extensions development the
key to alternative browser success
Plugins and Extensions development the
key to alternative browser success
07/04/2004 05:45 AMLet's face it folks some of the things that make Mozilla and
Firefox sing is the plugins and extension that third party developers
have hacked together. One thing I have noticed though is some of the
default functions that work in IE don't always work out of the box.
Well some of that may be changing.
Quoting a segment out of a eWeek article: "The Mozilla Foundation,
Opera Software ASA and Apple Computer Inc. announced earlier this week
that they have developed an extension to a plug-in API that serves as
an alternative to IE's method of using ActiveX for plug-in scripting.
ActiveX also has been faulted in recent weeks for opening IE to
security attacks." [eWeek]
Epiphany 1.0.7 Released
Epiphany 1.0.7 Released
01/18/2004 06:02 PMdo they call it an epiphany?
do they call it an epiphany?
10/29/2003 12:11 AMIn my vicodin state of mind I had a thought that most of the things
that happen in our lives...
A Design Epiphany
A Design Epiphany
05/20/2004 07:06 PMDescribing Dr. John Maeda’s Simplicity Design Workshop at the MIT
Media Lab, Jessie Scanlon writes in the New York Times, “They
considered examples of simplicity: the iPod for its minimalist form
and intuitive interface … Apple Keynote (rival to PowerPoint) for
its subtle pop-up indicators that help you align and position elements
like a pro … From the first year’s efforts, some tenets of
simplicity have emerged: 1. Heed cultural patterns. The iPod, for
instance, succeeded not just because of its sleek form, but because,
in conjunction with iTunes, it solved so many of the problems of
buying and storing music.” [May 20]
A Starbucksian Epiphany
A Starbucksian Epiphany
05/13/2004 09:24 AMIt all started with a trip to Italy. But what keeps this coffee
powerhouse chugging?
Falconer's pre-epiphany
Falconer's pre-epiphany
07/11/2004 09:22 AMTimothy Falconer — who has been working on ways to knit people,
pictures and words together for a while now — blogs an
edge-of-an-epiphany idea that somehow we, collectively, are going to
invent new ways to tell stories. Here's what I know so far: there will
be a new art form, a new way to tell our stories, a new way to
entertain and enlighten each other. Its defining characteristic will
be interconnectedness. It won't be sequential, but it won't be
haphazard. It won't be some kind of "you choose the ending" lame-o
branching crap either. It'll be engaging, involving...
A Design Epiphany: Keep It Simple
A Design Epiphany: Keep It Simple
05/19/2004 06:04 PMA professor has spent eight months putting forward his own one-word
vision of the future: simplicity.
Reg reader in Intel Shroud epiphany
Reg reader in Intel Shroud epiphany
07/22/2004 06:02 AMThe Register Jul 22 2004 10:23AM GMT
Breakfast with Dave Snowden and an
Epiphany
Breakfast with Dave Snowden and an
Epiphany
06/05/2005 11:12 PM
A
synopsis of a recent breakfast meeting with Dave Snowden, head of the
Cynefin Centre and thought leader on complex systems and narrative and
their application in business.
Last week I attended a
breakfast
presentation by Da
ve Snowden
of the Cynefin Centre in Toronto. He provided us with an entertaining
recounting of his disenchantment with traditional consulting and his
realization why most of what management and experts and consultants
try
to do in organizations has no significant, durable impact whatsoever.
As he described his learnings and discoveries about complex adaptive
systems and how pervasive they are in our business and personal lives,
I began to realize that appreciating
enterprises, organizations and systems as (mostly) complex rather than
merely complicated is more than just a basis for re-framing business
methodologies, it is a completely different way of sensing and dealing
with the world. It changes everything. Here are just a few of the extraordinary
paradigm shifts that this reframing provokes:
Complicated World
|
Complex World
|
Assumption of order ("research this to find
out if there's a market for it"
|
Realization of unorder ("let's explore what might happen if we did this")
|
Importance of aggressiveness and charisma to
"lead the change"
|
Importance of collaboration and humility to
participate in the evolution
|
Actions driven by authority-based
direction
|
Actions based on learnings from
conversations, consensus and freedom to act bounded by personal
responsibility
|
Top-down hierarchical communication and
knowledge transfer
|
Peer-to-peer (networked) communication and
knowledge transfer |
Military win/lose competitiveness
|
Natural win/win cooperation and
coexistence
|
Emphasis on action (making decisions quickly
and 'expertly')
|
Emphasis on paying attention (making
decisions continuously, improvisationally)
|
Assumption of rational choice ("tell people
why they should buy X")
|
Realization of entrained behaviour ("study
people to discover if they might buy X")
|
Primacy of objective reality ("what's
happening here")
|
Primacy of perception ("what do people think
is happening here")
|
Changing the way things are
|
Understanding why things are the way they
are
|
Assumption of intention ("why did this
happen")
|
Realization of meaning ("what do we learn
from this")
|
Assess causality
|
Look for pattern and correlation
|
Focus
|
Experiment
|
Leadership is everything
|
Membership is everything
|
Strive for stability
|
Strive for resilience
|
Exploit weaknesses, opportunities, needs via
speed-to-market
|
Explore weaknesses, opportunities, needs via
continuous environmental scan
|
| Mechanistic (machine) models of behaviour,
relationship, order, connection |
Organic (natural) models of behaviour,
relationship, order, connection |
How do we solve the problem
|
How do we deal with the situation
|
Set "go-to-market" mission, objectives,
strategies, actions
|
Understand the market and actors' identities
and influence the attractors and barriers that bring the market to you
|
Market as rational
|
Market as emotional
|
Here are some of the highlights (to me) of his presentation:
- Innovation today is driven by networkers, not by
scientists or marketers
- Networks are only as good as their
perceived trustworthiness, reciprocity and quality (personal value of
contacts)
- 'Edge Cultures' like Singapore, New Zealand and
Canada are
using the networked economy to become highly innovative, both because
they can and because they must
- Management science is finally
getting more like real
science, through the use of complex adaptive systems theory, cognitive
science, and anthropology etc.
- Taylor's mechanistic view of
organizations and markets
dominated management science for a century, and was still evident
recently in the passion for business process reengineering
- Senge et al (learning organization, systems dynamics)
challenged the mechanistic aspects but not the hierarchical aspects of
Taylorism (people were still expected to align themselves to the
strategy, not the other way around); DNA and information ecology
metaphors were first used by this group
<>Then knowledge management challenge the Taylorist
model
further (saying people can't be 'reengineered'), but too much of the
initial KM focus was on the futile effort to make tacit knowledge
explicit ("expecting you to learn how to ride a bicycle by reading the
manual"), and because codifying knowledge erases most of its context
("You can teach in three days what it takes three years to write in a
book" (and the context-rich hands-on teaching is more effective)- KM
began to realize that informal networks are far more important than
the
ones on the organization chart, and to realize that the most
innovative
people are under 25 (few preconceptions on how things should be done)
and over 45 (time and perspective to become aware of
alternatives)
- Narratives (stories) are the only effective
mechanism for
translating concrete (hands-on) knowledge into abstract (codifiable)
form, and are also very motivating (e.g. power of myths)
- KM
has recently spawned a new discipline Narrative Inquiry
to understand through large collections of anecdotes the true nature
of
the market (they catch 'weak signals' that questionnaires and focus
groups etc. miss)
- KM has also spawned a new surge in
Non-Hypothesis Based
Research, where direct observation with no preconception is used (a
form of anthropology) to acquire learnings
- There is an increasing awareness that dominant
companies
lose their position because their cultural filters blind them to much
real knowledge, as happened to IBM when they passed up early adoption
of the PC and the innovations that led to Sun's and Microsoft's
successes (this is entirely consistent with Lakoff's and Lappe's
framing theories, except it is applied to organizations and management
rather than to individuals)
- This use of narrative-based,
Non-Hypothesis Based Research
actually costs less than traditional analytical hypothesis-testing
methods, and produces far more innovation opportunities
- Such research can be made even more powerful by the
use of
Alternative Simulations, a technique that involves asking people to
imagine what would have resulted if something happened in history that
didn't really happen, and which allows preconceptions and blind spots
to be overcome, so participants can begin to 'think ahead' from the
patterns found in the true anecdotes that come out of Non-Hypothesis
Based Research
- Such thinking is needed to deal with what Dave
calls the
impending "demographic time bomb" (far too few companies are thinking
ahead to the needs of a much older market population)
- There is
a big difference between creativity and innovation
-- the latter requires starvation because it entails risk and
unorthodox thinking that are rarely tolerated until there is no
alternative (this is consistent with Christensen's observations about
disruptive innovations, which I wrote
about on Wednesday)
- The adoption of complex adaptive systems
theory seems to be
currently strongest in the pharma, telecom, defence and banking
industries
- The current focus of this theory is on what Dave
calls
ABIDE: Attractors, Boundaries, Identities, Dissent, and Environment;
its objective is to get executives thinking about how to have an
impact
on complex systems by changing attractors (the people, groups,
qualities and benefits that attract stakeholders) and removing or
changing barriers (the conditions that impede or inhibit stakeholders)
in stakeholders' various personal identities, rather than focusing on
traditional 'complicated' systems approaches like missions, strategies
and objective-setting
Dave uses this story to illustrate why ABIDE works better than
traditional approaches in complex situations::
Imagine organising a birthday
party for a group of young children. Would you agree a set of
learning
objectives with their parents in advance of the party? Would you
create
a project plan for the party with clear milestones and empirical
measures of achievement? Would you start the party with a motivational
video or use PowerPoint slides? No, instead like most parents you
would
create barriers to prevent certain types of behaviours ("the bedrooms
are off-limits"), you would use attractors (party games, toys, videos)
to encourage the formation of beneficial, largely self-forming
identities; you would disrupt negative patterns early to prevent the
party becoming chaotic or necessitating the draconian imposition of
authority. At the end of the party you would know whether it had been
a
success, but you could not define (in other than the most general
terms) what that success would look like in advance.
If you think the example is unfair because it refers to children, just
substitute 'cocktail party' for 'children's party'. The point is that
we see a complex situation as a merely complicated one, we form an
exaggerated sense of our understanding of the system and what could
happen, our knowledge of all the variables and their causal
relationships, and our control over the situation, and so our
behaviour
doesn't 'make sense', sometimes with terrible consequences. In every
situation there are attractors and barriers over which we have some
control and many others over which we have none. So rather than being
presumptuous, making inaccurate assumptions and setting naive
objectives, we should focus on the attractors and barriers we have
some
control of, pay attention to
what's happening, what's possible and what's needed, and improvise
sensibly to optimize the situation. As in the party example above, we
often have a lot more control over the initial conditions than we have over eventual outcomes, and we should
use that to advantage.
I hope to be able to write about some specific business applications
of
this approach soon, and I suspect it will play an important role in
the
design and operation of AHA! The Discovery and Learning Centre.
|
Why I chose Firefox over Epiphany for my
GNOME desktop
Why I chose Firefox over Epiphany for my
GNOME desktop
05/17/2004 04:21 AMAfter all the recent announcements concerning cooperation and
integration between the Mozilla Foundation and the GNOME Foundation, I
decided to compare GNOME's Ephiphany Web browser to Mozilla's Firefox.
I installed Epiphany 1.0.6 and Firefox 0.8 on a Debian "Sarge"
GNU/Linux system. After about a week, I came away feeling that Firefox
is unquestionably the better browser.
citeReg/cite reader in Intel Shroud
epiphany
citeReg/cite reader in Intel Shroud
epiphany
07/22/2004 06:02 AMThe Register Jul 22 2004 9:54AM GMT
Browser Wars : Wells Fargo Bans Opera
Browser
Browser Wars : Wells Fargo Bans Opera
Browser
02/05/2005 09:42 PMAs of 8am today - Wells Fargo (one of the largest Banks in the United
States) began blocking Opera browser from it's online banking.
[ GLSA 200409-26 ] Mozilla, Firefox,
Thunderbird, Epiphany: New releases fix
vulnerabilities
[ GLSA 200409-26 ] Mozilla, Firefox,
Thunderbird, Epiphany: New releases fix
vulnerabilities
09/20/2004 07:05 PMThierry Carrez (Sep 20 2004)
The browser is dead! Long live the
browser!
The browser is dead! Long live the
browser!
01/02/2004 07:26 PMUPDATE: [ GLSA 200408-22 ] Mozilla,
Firefox, Thunderbird, Galeon, Epiphany:
New releases fix vulnerabilities
UPDATE: [ GLSA 200408-22 ] Mozilla,
Firefox, Thunderbird, Galeon, Epiphany:
New releases fix vulnerabilities
09/03/2004 02:29 PMSune Kloppenborg Jeppesen (Sep 03 2004)
Reg reader in Intel Shroud
epiphany
Reg reader in Intel Shroud
epiphany
07/22/2004 04:24 AMJesus really
is inside
BROWSER SECURITY TEST (free):
Automatically checks your browser for
various security problems. When the test
is finished you get a complete report
explaining the discovered
vulnerabilities, their impact and how to
eliminate them
BROWSER SECURITY TEST (free):
Automatically checks your browser for
various security problems. When the test
is finished you get a complete report
explaining the discovered
vulnerabilities, their impact and how to
eliminate them
03/13/2003 10:26 AMAudio Designers Get Development Boost
From Virtio’s VPDA295 Software
Development Platform
Audio Designers Get Development Boost
From Virtio’s VPDA295 Software
Development Platform
03/14/2005 05:58 PMFeatures Complete Systems Simulation Integration - Offers Unique
Synchronous Multi-Core Processing - Accelerates Development Cycle and
Mitigates Risk. [PRWEB Mar 9, 2005]
'Rapid Application Development with
Mozilla' Voted Best Mozilla Development
Book
'Rapid Application Development with
Mozilla' Voted Best Mozilla Development
Book
02/12/2004 09:00 PMAnnouncing: Kensjin, Inc.’s ARMADA Real
Estate Development Company Announces Its
Proposal for the Scripps Florida Biotech
Park Development
Announcing: Kensjin, Inc.’s ARMADA Real
Estate Development Company Announces Its
Proposal for the Scripps Florida Biotech
Park Development
06/05/2005 11:58 PMKensjin, Incorporated’s ARMADA Real Estate Development Company
announces its proposal for the Scripps Florida Biotech Development
Proposal. ARMADA Real Estate Development Company proposes to serve
as a broker, concept designer, facilitator and co-developer on the
Scripps Florida development team. [PRWEB May 26, 2005]
Curses Development Kit 4.9.11-20031210
(Development)
Curses Development Kit 4.9.11-20031210
(Development)
12/14/2003 11:22 AMCurses Development Kit
Curses Development Kit 4.9.11-20040831
(Development)
Curses Development Kit 4.9.11-20040831
(Development)
09/02/2004 02:07 AMCurses Development Kit
Tk-Browser-0.82b
Tk-Browser-0.82b
02/14/2004 11:39 PMKDE CIM browser 0.3
KDE CIM browser 0.3
05/25/2004 01:30 PMA CIM browser for KDE.
Nex Web Browser
Nex Web Browser
04/08/2005 06:02 PMOridea Nex A2 released
MXP Browser
MXP Browser
07/23/2004 09:41 AMProject Approved
Tk::Browser 0.82b
Tk::Browser 0.82b
02/15/2004 12:58 AMA browser for Perl libraries and documentation.
KDE CIM browser 0.2
KDE CIM browser 0.2
05/04/2004 09:16 AMA CIM browser for KDE.
KDE CIM Browser
KDE CIM Browser
05/04/2004 02:32 AMkim-browser 0.2 released
UI Browser 1.2
UI Browser 1.2
11/04/2003 08:21 PMEnabling users to view and control additional user interface elements.
Browser IDs
Browser IDs
12/30/2002 12:47 PMHere's a few things I needed, blogging for long term storage. /*
Generic Mozilla/Netscape ID */
//user_pref("general.useragent.override", "Mozilla/5.0 (Macintosh; U;
PPC Mac OS X; en-US;
Grok Description matches for Epiphany-browser 1.3.0 (Development)
GrokA matches for Epiphany-browser 1.3.0 (Development)
Epiphany-browser 1.3.0 (Development)
