Epiphany-browser 1.0.6

Grok Headline matches for Epiphany-browser 1.0.6

Epiphany-browser 1.0.5

Epiphany-browser 1.0.5 11/06/2003 07:21 PM
A GNOME Web browser.

Epiphany-browser 1.3.0 (Development)

Epiphany-browser 1.3.0 (Development) 06/02/2004 12:03 PM
A 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.

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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.

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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-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.

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License: GNU General Public License (GPL)

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Changes:
This release features integrated Python bindings, and a find toolbar similar to the one found in Firefox.

A Design Epiphany

A Design Epiphany 05/20/2004 07:06 PM
Describing 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]

Epiphany 1.0.7 Released

Epiphany 1.0.7 Released 01/18/2004 06:02 PM

do they call it an epiphany?

do they call it an epiphany? 10/29/2003 12:11 AM
In my vicodin state of mind I had a thought that most of the things that happen in our lives...

A Starbucksian Epiphany

A Starbucksian Epiphany 05/13/2004 09:24 AM
It 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 AM
Timothy 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...

Epiphany Extensions 1.1.0 (Development)

Epiphany Extensions 1.1.0 (Development) 06/02/2004 12:03 PM
A collection of extensions for Epiphany.

A Design Epiphany: Keep It Simple

A Design Epiphany: Keep It Simple 05/19/2004 06:04 PM
A professor has spent eight months putting forward his own one-word vision of the future: simplicity.

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.

Reg reader in Intel Shroud epiphany

Reg reader in Intel Shroud epiphany 07/22/2004 06:02 AM
The Register Jul 22 2004 10:23AM GMT

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 AM
After 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 AM
The 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 PM
As 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 PM
Thierry 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 PM

UPDATE: [ 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 PM
Sune Kloppenborg Jeppesen (Sep 03 2004)

Reg reader in Intel Shroud
epiphany

Reg reader in Intel Shroud
epiphany 07/22/2004 04:24 AM
Jesus 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 AM

Qt SQL Browser 0.8

Qt SQL Browser 0.8 09/21/2004 02:16 PM
A generic GUI browser for relational databases.

Nex Web Browser

Nex Web Browser 04/08/2005 06:02 PM
Oridea Nex A2 released

MXP Browser

MXP Browser 07/23/2004 09:41 AM
Project Approved

The Second Browser War

The Second Browser War 07/16/2004 08:17 AM
I'm travelling hard this week. In the meantime, The Second Browser War - me, in The Guardian, yesterday....

The new browser war

The new browser war 09/17/2004 10:39 AM
Firefox 1.0 Preview Release is now available. The Spread Firefox site hopes to see a million downloads, and they've already passed the halfway mark. The advantages of Firefox have been previously discussed on MeFi, but this version includes an interesting new feature - Liv e Bookmarks, which allow you to view RSS news and blog headlines in the bookmarks toolbar or bookmarks menu. Obsessively checking MetaFilter is now easier than ever.

"use a different web browser"

"use a different web browser" 07/03/2004 02:10 AM

UI Browser 1.2

UI Browser 1.2 11/04/2003 08:21 PM
Enabling users to view and control additional user interface elements.

DBL Browser 1.1

DBL Browser 1.1 05/17/2004 10:37 AM
An offline browser for digital bibliographic libraries.

KDE CIM browser 0.3

KDE CIM browser 0.3 05/25/2004 01:30 PM
A CIM browser for KDE.

Map browser

Map browser 06/10/2004 04:41 AM
First release to be out.

HL7 Browser 0.9.2

HL7 Browser 0.9.2 01/04/2005 08:50 PM
A tool for working with HL7 records.

Browser IDs

Browser IDs 12/30/2002 12:47 PM
Here'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;

Tk::Browser 0.82b

Tk::Browser 0.82b 02/15/2004 12:58 AM
A browser for Perl libraries and documentation.

Tk-Browser-0.82b

Tk-Browser-0.82b 02/14/2004 11:39 PM

KDE CIM Browser

KDE CIM Browser 05/04/2004 02:32 AM
kim-browser 0.2 released

KDE CIM browser 0.2

KDE CIM browser 0.2 05/04/2004 09:16 AM
A CIM browser for KDE.

DB Browser

DB Browser 06/18/2004 12:50 PM
UI specs
Grok Description matches for Epiphany-browser 1.0.6
GrokA matches for Epiphany-browser 1.0.6

Epiphany-browser 1.0.6

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