So, it’s a very strange situation but this class of technology which you’re characterizing or start to characterize as say collaboration tools, they’re really not about collaboration per se, they’re about communication, they’re about coordination.
And it’s clear that people need to do that, and once again, the subversive part is that they have, their social dimension, which is the part that, once again, is, you know, disruptive. The fact that people in the organization can start to say “oh here are the people I’m gonna follow, because I think what they talk about makes sense”. And if you can start having that kind of open discourse in the business, where interesting, and, you know, critically important stuff starts to arise inside of these tools first, and people start to rely on it as the sort of the blood strain of the business where everything important happens first, then you’ll have a profound shift. And it shifts just like… It shifts on the small inside of the business, just like things shifted in the open web.
Because people shifted to the place where the tempo was fastest. I mean they were spending time there instead of somewhere else. So the old communication which is online with… the old forms of communication were online with the previous power structures, means that, when you shift to a new communication structure, the power structures change as well. And…
So, I mean, that’s frightening, it’s potentially… you know, causing some concern on the part of management, because they don’t necessarily want a completely different power structure.