media

Using a New Roadmap to Democratize Climate Change

Curated on April 29, 2017July 19, 2019 by Stefaan Verhulst

Anne Glusker at Smithsonian: “…Grimsson’s group felt that due to changes in information technology and social transformations, the large organizations and structures that used to be necessary to effect change were now not needed. And thus was born Roadmap, a new crowdsourcing tool for anyone and everyone interested in climate action. Still in its very early stages, Roadmap’s founders envision it as a platform for those working on climate issues—from scientist and policymaker to farmer and fisherman—to facilitate the sharing of knowledge and ideas, methods and techniques.

“A new political model is possible—where everyone can be a doer, where you no longer need big government or big enterprises to bring about success,” Grimsson says.

This new model for social change that skips the usual cumbersome channels and processes has been seen everywhere from public health, where the Bill & Melinda Gates Foundation has redefined the sector, to the hospitality industry, which is working to combat the human trafficking that plagues its businesses, to perhaps most famously the Arab Spring, where the role of social media in bringing about political change is still being debated today.

And this new model is complemented by technological changes. “The innovation in energy technology is such that we no longer have to wait for the big energy breakthrough,” Grimsson says. “We already have the available technologies. Every individual, home, village, community, town and region can execute change. The good news from the climate point of view is that, in addition to the information technology revolution, there has now also taken place an energy revolution. A house can be a power station: If the people who live in that house have extra energy, they can sell their energy through the smart grid. The notion that every house can be a power station is as revolutionary as saying that every mobile phone can be a media company.”

Grimsson admits that it may seem odd for someone in his position to be advocating that ordinary citizens take action apart from the conventional corridors of governmental power.

“For me to say that these traditional political organizations and positions are somewhat outdated is perhaps a strange statement: I was a professor of political science, I’ve been a member of parliament, I’ve been a minister of finance, I was president for 20 years,” he says.

It was during Iceland’s financial meltdown that he first experienced this new kind of social change: “I saw this very strongly through the financial crisis in my own country, which led to a big social economic uprising. All those activities were engineered by unknown people, people who were not part of a big organization, who used Facebook and the information media to bring thousands of people together in one day.”

Right now, Roadmap consists of a website and a lofty manifesto that speaks of raising the value of “moral currency” and creating a “best practices warehouse.” Visitors to the site can fill out a form if they want to become part of its community of “doers.” The practical part of the manifesto speaks of identifying the best methodologies and models; implementing a “real-time system of measurement” and a way to “gauge and understand what is working, what is not, and exactly what is being achieved.” As the platform develops, it will be interesting to see exactly what form these gauges, measurement systems, and warehouses take….(More)”.

Not everyone in advanced economies is using social media

Curated on April 25, 2017August 3, 2018 by Stefaan Verhulst

Jacob Poushter at Pew: “Despite the seeming ubiquity of social media platforms like Facebook and Twitter, many in Europe, the U.S., Canada, Australia and Japan do not report regularly visiting social media sites. But majorities in all of the 14 countries surveyed say they at least use the internet.

Social media use is relatively common among people in Sweden, the Netherlands, Australia and the U.S. Around seven-in-ten report using social networking sites like Facebook and Twitter, but that still leaves a significant minority of the population in those countries (around 30%) who are non-users.

At the other end of the spectrum, in France, only 48% say they use social networking sites. That figure is even lower in Greece (46%), Japan (43%) and Germany (37%). In Germany, this means that more than half of internet users say they do not use social media.

The differences in reported social media use across the 14 countries are due in part to whether people use the internet, since low rates of internet access limit the potential social media audience. While fewer than one-in-ten Dutch (5%), Swedes (7%) and Australians (7%) don’t access the internet or own a smartphone, that figure is 40% in Greece, 33% in Hungary and 29% in Italy.

However, internet access doesn’t guarantee social media use. In Germany, for example, 85% of adults are online, but less than half of this group report using Facebook, Twitter or Xing. A similar pattern is seen in some of the other developed economies polled, including Japan and France, where social media use is low relative to overall internet penetration….(More)

Design thinking and health communication: learning from failure

Curated on April 24, 2017May 29, 2019 by Stefaan Verhulst

Priyanka Dutt at BBC Media Action: “Anyone working in international development will attest that human-centred design (HCD) has been a ‘trending topic’ in recent years. Design thinking has been applied to a range of challenges, from supporting democratic transition in Libya to building an all-terrain wheelchair for under $200. Melinda Gates even hailed HCD as the innovation changing the most lives in the developing world.

But what exactly is design thinking? It involves bringing together multi-disciplinary teams – think creative writers working alongside ICT specialists – to address challenges through rapid prototyping and repeated testing. At the core of HCD is building empathy with the people you’re designing for with the overarching aim of producing something genuinely valuable to them.

Marrying these principles with our own core value of putting audiences at the heart of everything we do, we decided to set up a ‘laboratory’ in Bihar, in northern India, which aimed to improve child and maternal health through communication. We saw Bihar as a great site for HCD-style innovation because it offered us the scope to test and fine tune new ways of using communication to promote healthy behaviours for women and children alike.

Bihar is home to 29 million women of reproductive age, who give birth 3 million times every year. And although Bihar’s maternal mortality rate has declined in recent years to 93 per 100,000 live births, it is still well above the Sustainable Development Goals target of 70. As for the communication challenges, less than a fifth of these women watch TV and only 12% listen to the radio.

Yet the lab’s early creations achieved a great deal. Over 50,000 people have graduated from our Mobile Academy training course, which is delivered through mobile phone audio messages. The course teaches health workers how to communicate more effectively to persuade families to lead healthier lives.

We also produced a set of cards and audio messages delivered via mobile phone – called Mobile Kunji – for health workers to use during their visits with families. The evidence shows that families subsequently asked health workers more questions and were more likely to follow advice on preparing for birth, family planning and how to feed babies.

Rethinking strategy: learning from failure

High on our early successes, we set about developing Kilkari (a baby’s gurgle in Hindi). This programme sends weekly audio messages about pregnancy, child birth, and child care, directly to families’ mobile phones, from the second trimester of pregnancy until the child is one year old. The aim was that Kilkari would be listened to across Bihar, by the most vulnerable families, with the greatest need and least access to information and services.

Drawing on lessons from two similar services from around the world, Mobile Midwife and BabyCenter, in addition to our own prior experience in Bihar, we were confident Kilkari would be a success. Just to be certain, we ran some tests before rollout and found that we had failed in our vision – and spectacularly so. We weren’t getting through to our main audience, women, as we weren’t using the right channels and language.

In the end, we went back to the drawing board on Kilkari four times, simplifying and stripping down the content time and again, until we got it right. Through repeated prototype-test-redesign cycles, we made the vitally important discovery that our basic assumptions about our audiences were wrong. So we went back to basics and asked ourselves the following questions to push us to rethink our strategy:

1. Is the content relevant and easy to understand?…

2. Are we getting through to our target audience?…

3. Can we do more to keep our target audience engaged?…(More)”

Can Democracy Survive the Internet?

Curated on April 23, 2017May 29, 2019 by Stefaan Verhulst

Nathaniel Persily in the Journal of Democracy: “…The actual story of the 2016 digital campaign is, of course, quite different, and we are only beginning to come to grips with what it might mean for campaigns going forward. Whereas the stories of the last two campaigns focused on the use of new tools, most of the 2016 story revolves around the online explosion of campaign-relevant communication from all corners of cyberspace. Fake news, social-media bots (automated accounts that can exist on all types of platforms), and propaganda from inside and outside the United States—alongside revolutionary uses of new media by the winning campaign—combined to upset established paradigms of how to run for president.

Indeed, the 2016 campaign broke down all the established distinctions that observers had used to describe campaigns: between insiders and outsiders, earned media and advertising, media and nonmedia, legacy media and new media, news and entertainment, and even foreign and domestic sources of campaign communication. How does one characterize a campaign, for example, in which the chief strategist is also the chairman of a media website (Breitbart) that is the campaign’s chief promoter and whose articles the candidate retweets to tens of millions of his followers, with those tweets then picked up and rebroadcast on cable-television news channels, including one (RT, formerly known as Russia Today) that is funded by a foreign government?

The 2016 election represents the latest chapter in the disintegration of the legacy institutions that had set bounds for U.S. politics in the postwar era. It is tempting (and in many ways correct) to view the Donald Trump campaign as unprecedented in its breaking of established norms of politics. Yet this type of campaign could only be successful because established institutions—especially the mainstream media and politicalparty organizations—had already lost most of their power, both in the United States and around the world….(More)”

Need an improved solution to a development challenge? Consider collaborative design

Curated on April 22, 2017May 29, 2019 by Stefaan Verhulst

Michelle Marshall at the Inter-American Development Bank: “The challenges faced in the development and public policy arenas are often complex in nature. Devising relevant, practical, and innovative solutions requires intensive research, analysis and expertise from multiple sectors. Could there be a way to streamline this process and also make it more inclusive?

Collaborative Design, like other open innovation methodologies, leverages the power of a group for collective problem-solving. In particular, it is a process that virtually convenes a diverse group of specialists to support the iterative development of an intervention.

Last year, the Inter-American Development Bank and the New York University’s Governance Lab hosted an initiative called “Smarter Crowdsourcing for Zika“, which brought together health specialists with experts in social media, predictive analytics, and water and sanitation during a series of online sessions to generate innovative responses to the Zika epidemic. Based on this experience, we have considered how to continue applying a similar collaboration-based approach to additional projects in different areas. The result is what we call a “Collaborative Design” approach.

Implementing a Collaborative Design approach along the course of a project can help to achieve the following:

1. Convert knowledge gaps into opportunities…

2. Expand your community of practice across sectors…

3. Identify innovative and practical solutions…

As promising ideas are identified, Collaborative Design requires documenting possible solutions within the framework of an implementation plan, protocol, or other actionable guideline to support their subsequent real-life application. This will help substantiate the most viable interventions that were previously unmapped and also prepare additional practical resources for other project teams in the future.

For instance, the results of the Zika Smarter Crowdsourcing initiative were structured with information related to the costs and timelines to facilitate their implementation in different local contexts….(More)”

Are blockchain applications guided by adequate social values?

Curated on April 6, 2017May 29, 2019 by Stefaan Verhulst

Philip Boucher at EuroScientist: “…The way blockchains create fast, cheap and secure public records means that they also can be used for many non-financial tasks, such as casting votes in elections or proving that a document existed at a specific time. Blockchains are particularly well suited to situations where it is necessary to record ownership histories. For example, they could help keep track of how and where our diamonds are sourced and our clothes are made, or to be sure that our champagne really came from Champagne.

They could help us to finally resolve the problem of music and video piracy while enabling second-hand markets for digital media; just like we have for books and vinyl. They also present opportunities in all kinds of public services, such as health and welfare payments. At the frontier of blockchain development, self-executing contracts are paving the way for companies that run themselves without human intervention.

The opportunities are many, but there are also some challenges to consider. For example, blockchain’s transparency is fine for matters of public record such as land registries, but what about bank balances and other sensitive data? It is possible (albeit only sometimes and with substantial effort), to identify the individuals associated with transactions, which could compromise their privacy and anonymity. While some blockchains do offer full anonymity, some sensitive information simply should not be distributed in this way.

We often talk about blockchain’s economic and functional potential. These are important, but its most profound legacy may be in subtle changes to broad social values and political structures. Just because technologies can be used for both ‘good’ actions and ‘bad’ actions does not mean that they are neutral.

To the contrary, all technologies have values and politics, and they usually reinforce the interests of those that control them. Each time we use a centralised ledger – like a bank or government database – we confirm their owners’ legitimacy and strengthen their position.

Perhaps each time we use a decentralised blockchain ledger instead, we will participate in the gradual relegation of traditional financial and governance institutions and the prioritisation of transparency over anonymity. But this would only happen if we develop and use blockchains that have these values at their core….

We cannot know exactly where and how blockchain will change our lives. They have the potential to help us develop more transparent and distributed social and economic structures. However, we have to look closely to see whether this is really what we are getting.

The sharing economy also promised to connect individuals more directly, ousting middlemen and unburdening people from the intervention of states, banks and other traditional institutions. It also had a similar rhetoric of transition, disruption and even revolution. However, the most successful initiatives of this movement are, at heart, very effective middlemen. Even with ubiquitous blockchain development, we might not achieve the levels of transparency and distribution that we expected.

For example, as an alternative to the most open and transparent blockchain applications such as Bitcoin, so-called permissioned blockchains allow their creators to maintain some centralised control. These blockchains offer a more moderate form of decentralisation and are favoured by many governments and businesses.

Blockchains and regulation

For now, there is little appetite for intervention in blockchain development at a European level. Indeed, a recent European Parliament report on virtual currencies, published in May 2016, acknowledged the increased risks, which will require enhanced regulatory oversight and adequate technical expertise to handle such currencies. However, the report also calls for a proportionate EU regulatory approach to avoid hampering innovation in the field at such an early stage. This means that, for now, we will continue to analyse developments and promote dialogue amongst policymakers, businesses and citizens….(More)”

These Refugees Created Their Own Aid Agency Within Their Resettlement Camp

Curated on April 6, 2017August 3, 2018 by Stefaan Verhulst

Michael Thomas at FastCompany: “…“In the refugee camps, we have two things: people and time,” Jackl explained. He and his friends decided that they would organize people to improve the camp. The idea was to solve two problems at once: Give refugees purpose, and make life in the camp better for everyone….

It began with repurposing shipping material. The men noticed that every day, dozens of shipments of food, medicine, and other aid came to their camp. But once the supplies were unloaded, aid workers would throw the pallets away. Meanwhile, people were sleeping in tents that would flood when it rained. So Jackl led an effort to break the pallets down and use the wood to create platforms on which the tents could sit.

Shortly afterwards, they used scrap wood and torn pieces of fabric to build a school, and eventually found a refugee who was a teacher to lead classes. The philosophy was simple and powerful: Use resources that would otherwise go to waste to improve life in their camp. As word spread of their work on social media, Jackl began to receive offers from people who wanted to donate money to his then unofficial cause. “All these people began asking me ‘What can I do? Can I give you money?’ And I’d tell them, ‘Give me materials,’” he said.

“People think that refugees are weak. But they survived war, smugglers, and the camps,” Jackl explains. His mission is to change the refugee image from one of weakness to one of resilience and strength. Core to that is the idea that refugees can help one another instead of relying on aid workers and NGOs, a philosophy that he adopted from an NGO called Jafra that he worked for in Syria…(More)”

Welcome to E-Estonia, the tiny nation that’s leading Europe in digital innovation

Curated on April 4, 2017August 20, 2018 by Stefaan Verhulst

Innar Liiv in The Conversation: “Big Brother does “just want to help” – in Estonia, at least. In this small nation of 1.3 million people, citizens have overcome fears of an Orwellian dystopia with ubiquitous surveillance to become a highly digital society.

The government took nearly all its services online in 2003 with the e-Estonia State Portal. The country’s innovative digital governance was not the result of a carefully crafted master plan, it was a pragmatic and cost-efficient response to budget limitations.

It helped that citizens trusted their politicians after Estonia regained independence in 1991. And, in turn, politicians trusted the country’s engineers, who had no commitment to legacy hardware or software systems, to build something new.

This proved to be a winning formula that can now benefit all the European countries.

The once-only principle

With its digital governance, Estonia introduced the “once-only” principle, mandating that the state is not allowed to ask citizens for the same information twice.

In other words, if you give your address or a family member’s name to the census bureau, the health insurance provider will not later ask you for it again. No department of any government agency can make citizens repeat information already stored in their database or that of some other agency….The once-only principle has been such a big success that, based on Estonia’s common-sense innovation, the EU enacted a digital Once Only Principle and Initiative early this year. It ensures that “citizens and businesses supply certain standard information only once, because public administration offices take action to internally share this data, so that no additional burden falls on citizens and businesses.”…

‘Twice-mandatory’ principle

Governments should always be brainstorming, asking themselves, for example, if one government agency needs this information, who else might benefit from it? And beyond need, what insights could we glean from this data?

Financier Vernon Hill introduced an interesting “One to Say YES, Two to Say NO” rule when founding Metro Bank UK: “It takes only one person to make a yes decision, but it requires two people to say no. If you’re going to turn away business, you need a second check for that.”

Imagine how simple and powerful a policy it would be if governments learnt this lesson. What if every bit of information collected from citizens or businesses had to be used for two purposes (at least!) or by two agencies in order to merit requesting it?

The Estonian Tax and Customs Board is, perhaps unexpectedly given the reputation of tax offices, an example of the potential for such a paradigm shift. In 2014, it launched a new strategy to address tax fraud, requiring every business transaction of over €1,000 to be declared monthly by the entities involved.

To minimise the administrative burden of this, the government introduced an application-programming interface that allows information to be automatically exchanged between the company’s accounting software and the state’s tax system.

Though there was some negative push back in the media at the beginning by companies and former president Toomas Hendrik Ilves even vetoed the initial version of the act, the system was a spectacular success. Estonia surpassed its original estimate of €30 million in reduced tax fraud by more than twice.

Latvia, Spain, Belgium, Romania, Hungary and several others have taken a similar path for controlling and detecting tax fraud. But analysing this data beyond fraud is where the real potential is hidden….(More).”