Slide 43: 43. Such conversations are taking place today on corporate intranets. But only when the conditions are right.

What I understand is that conversations do go on in this world and it is normal. it’s reality that people talk inside the company. But only when the time is right or maybe when know one is looking because they could be talking sometime about the company and it could be a very sensitive matter which in return could cost them their jobs.

Slide 44: 44. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.

Looking at this statement and understanding it. I believe that When the top level management implement polices or rules with in the company. The workers sometimes don’t really like what they have implemented and decides to just try to ignore the “situation” at hand and goes on with their work even though it’s affecting them.

Slide 45: 45. Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranet worked corporate conversation.

Basing my answer from the statement. I believe that not always starting from the top is always a good idea. Starting from the bottom sometimes is good because there are sometimes “special individuals” who has the talent and skill to construct sometime very valuable for the company which in return will benefit a company at the same time discovered a new talent

Slide 46: 46. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.

What I understand is that if there is an effective communication going on with in the company and it’s workers it’s changes would be more far reaching and a company will advance quicker than any other company out there because of an effective communication which will build good relationships with the company and employees.

Slide 47: 47. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to "improve“ or control these networked conversations.

Judging it from the statement. Companies usually depend sometimes on other information or resources that they “hear” over the network and should not base their judgment from what they “hear” because they “heard” it. But should rely on their own intuition and think for themselves what is good for the company and what will benefit it.

Slide 48: 48. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.

What I understand from this statement is that if a company or  firm is not restrained by the government or given rules by the government. They are set “free” and they seem to work very effectively and feel at ease in the market place with out working of intervention from the government.

Slide 49: 49. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.

From the statement, I understand that Org charts can be old but still useful in companies because it might be outdated and “old” but that’s how it all started and it is easier to understand by others. So sometimes an advancement in technology could be a disadvantage. And sticking with the old method is good sometimes.