Should we get rid of the scientific paper?


Article by Stuart Ritchie: “But although the internet has transformed the way we read it, the overall system for how we publish science remains largely unchanged. We still have scientific papers; we still send them off to peer reviewers; we still have editors who give the ultimate thumbs up or down as to whether a paper is published in their journal.

This system comes with big problems. Chief among them is the issue of publication bias: reviewers and editors are more likely to give a scientific paper a good write-up and publish it in their journal if it reports positive or exciting results. So scientists go to great lengths to hype up their studies, lean on their analyses so they produce “better” results, and sometimes even commit fraud in order to impress those all-important gatekeepers. This drastically distorts our view of what really went on.

There are some possible fixes that change the way journals work. Maybe the decision to publish could be made based only on the methodology of a study, rather than on its results (this is already happening to a modest extent in a few journals). Maybe scientists could just publish all their research by default, and journals would curate, rather than decide, which results get out into the world. But maybe we could go a step further, and get rid of scientific papers altogether.

Scientists are obsessed with papers – specifically, with having more papers published under their name, extending the crucial “publications” section of their CV. So it might sound outrageous to suggest we could do without them. But that obsession is the problem. Paradoxically, the sacred status of a published, peer-reviewed paper makes it harder to get the contents of those papers right.

Consider the messy reality of scientific research. Studies almost always throw up weird, unexpected numbers that complicate any simple interpretation. But a traditional paper – word count and all – pretty well forces you to dumb things down. If what you’re working towards is a big, milestone goal of a published paper, the temptation is ever-present to file away a few of the jagged edges of your results, to help “tell a better story”. Many scientists admit, in surveys, to doing just that – making their results into unambiguous, attractive-looking papers, but distorting the science along the way.

And consider corrections. We know that scientific papers regularly contain errors. One algorithm that ran through thousands of psychology papers found that, at worst, more than 50% had one specific statistical error, and more than 15% had an error serious enough to overturn the results. With papers, correcting this kind of mistake is a slog: you have to write in to the journal, get the attention of the busy editor, and get them to issue a new, short paper that formally details the correction. Many scientists who request corrections find themselves stonewalled or otherwise ignored by journals. Imagine the number of errors that litter the scientific literature that haven’t been corrected because to do so is just too much hassle.

Finally, consider data. Back in the day, sharing the raw data that formed the basis of a paper with that paper’s readers was more or less impossible. Now it can be done in a few clicks, by uploading the data to an open repository. And yet, we act as if we live in the world of yesteryear: papers still hardly ever have the data attached, preventing reviewers and readers from seeing the full picture.

The solution to all these problems is the same as the answer to “How do I organise my journals if I don’t use cornflakes boxes?” Use the internet. We can change papers into mini-websites (sometimes called “notebooks”) that openly report the results of a given study. Not only does this give everyone a view of the full process from data to analysis to write-up – the dataset would be appended to the website along with all the statistical code used to analyse it, and anyone could reproduce the full analysis and check they get the same numbers – but any corrections could be made swiftly and efficiently, with the date and time of all updates publicly logged…(More)”.

Towards Public Digital Infrastructure


Report by Katja Bego: “…We already have the technical and governance building blocks at our disposal to make this Public Digital InfrastructureI model a reality. We also have the political momentum on our side through a number of ambitious policy proposals and funding agendas on the European level. The challenge now is to integrate these building blocks into a single cohesive system, and to ensure we put into place the right institutions and rules to ensure the DPI can achieve trust, scale and openness. This approach is made up of three key pillars: 

  1. Generating an ecosystem of healthy, interoperable alternatives:
    Public Digital Infrastructure could help us move away from a platform economy, where one actor owns a whole suite of tools and can unilaterally set the rules, towards a protocol-based economy, in which we could see a collaborative ecosystem of smaller, interoperable solutions and applications emerge, built on top of a shared set of rules and open protocols. We could see this as an alternative, parallel infrastructure, made up of open, trustworthy solutions and public goods. Through collaborative interoperability, solutions built on top of the Public Digital Infrastructure would proactively set out to integrate their solutions with other tools built on the framework.

    To help this ecosystem thrive, the Commission and other governing bodies (from the local level to the supra-national) would seek to leverage their own market shaping-levers, for example through strengthening rule-setting through procurement, and moving their own solutions on top of the system. The European Commission would further provide the funds for an independent Public Technology Fund, which would support the development of applications on top of the Public Digital Infrastructure, as well as fund public goods to support the wider ecosystem.  
  2. Designing governance models fit for purpose: No single centralised entity – public or private – would control the underlying Public Digital Infrastructure model; instead, the system would be governed on the basis of a shared set of rules and protocols for, for example, interoperability, data sharing and online identity management. In this model, civil society, trusted public institutions, academia, and the public-interest technology community would be empowered to collaboratively shape the rules, standards and governance models underpinning this shared logic. 

To ensure these decision-making processes remain open and representative, but also geared towards effective decision-making, the European Commission would provide the funding for the establishment of a fully independent Public Digital Infrastructure Agency, tasked with bringing together the community, and providing resources for maintenance and auditing of the PDI’s components. 

  1. Opening up data and identity: Every internet user would be provided with the means to control their own digital identity and personal data online, empowering them to share what they want, with whomever they want, on their own terms. To do this, each user of the Public Digital Infrastructure model would have the right to be issued their own portable online identity and personal data wallet, which would allow them to share and pool data on a case by case, consent-based basis. 

Developers of applications and services would be able to tap into the user-generated data commons that would result from this pooling in a way that is accountable and fair, rather than feel compelled to amass their own proprietary data lakes in order to compete. We should not imagine these commons as one single enormous, distributed data lake, but rather as a set of data governance mechanisms, ranging from data commons to trusts, which would be employed and governed depending on the use case and sensitivity and utility of the data at hand. Users would be able to pick and choose which commons to participate in, and solutions would contribute to these commons as a condition of being part of the PDI….(More)”

The Power of Narrative


Essay by Klaus Schwab and Thierry Mallerett: “…The expression “failure of imagination” captures this by describing the expectation that future opportunities and risks will resemble those of the past. Novelist Graham Greene used it in The Power and the Glory, but the 9/11 Commission made it popular by invoking it as the main reason why intelligence agencies had failed to anticipate the “unimaginable” events of that day.

Ever since, the expression has been associated with situations in which strategic thinking and risk management are stuck in unimaginative and reactive thinking. Considering today’s wide and interdependent array of risks, we can’t afford to be unimaginative, even though, as the astrobiologist Caleb Scharf points out, we risk getting imprisoned in a dangerous cognitive lockdown because of the magnitude of the task. “Indeed, we humans do seem to struggle in general when too many new things are thrown at us at once. Especially when those things are outside of our normal purview. Like, well, weird viruses or new climate patterns,” Scharf writes. “In the face of such things, we can simply go into a state of cognitive lockdown, flipping from one small piece of the problem to another and not quite building a cohesive whole.”

Imagination is precisely what is required to escape a state of “cognitive lockdown” and to build a “cohesive whole.” It gives us the capacity to dream up innovative solutions to successfully address the multitude of risks that confront us. For decades now, we’ve been destabilizing the world, having failed to imagine the consequences of our actions on our societies and our biosphere, and the way in which they are connected. Now, following this failure and the stark realization of what it has entailed, we need to do just the opposite: rely on the power of imagination to get us out of the holes we’ve dug ourselves into. It is incumbent upon us to imagine the contours of a more equitable and sustainable world. Imagination being boundless, the variety of social, economic, and political solutions is infinite.

With respect to the assertion that there are things we don’t imagine to be socially or politically possible, a recent book shows that nothing is preordained. We are in fact only bound by the power of our own imaginations. In The Dawn of Everything, David Graeber and David Wengrow (an anthropologist and an archaeologist) prove this by showing that every imaginable form of social and economic organization has existed from the very beginning of humankind. Over the past 300,000 years, we’ve pursued knowledge, experimentation, happiness, development, freedom, and other human endeavors in myriad different ways. During these times that preceded our modern world, none of the arrangements that we devised to live together exhibited a single point of origin or an invariant pattern. Early societies were peaceful and violent, authoritarian and democratic, patriarchal and matriarchal, slaveholding and abolitionist, some moving between different types of organizations all the time, others not. Antique industrial cities were flourishing at the heart of empires while others existed in the absence of a sovereign entity…(More)”

How to use the Civil Society Foresight report


Report by Dominique Barron, Rachel Coldicutt, Stephanie Pau, Anna Williams: “This report is for anyone making plans for the future.  In particular, we hope it will be a useful strategic tool for funders, civil society organisations, and policymakers who are developing strategies for long-term change. 

What is it? 

A way of looking ahead that makes it easier to see past the overwhelming present and focus on creating longer-term change. 

It highlights what is missing now; what is too dominant; and it shows that innovation is something driven by people, not technologies. 

How was it created?

The scenarios here were produced through a relational process. (More on that process in our report “A Constellation of Possible Futures”.) Our team brought together thirteen civil society leaders with lived, learned and practice experience; introduced them to some of the “official” futures created by management consultancies, trade bodies and banks (reports that focus on things like retail and transport and financial capital); and we then all participated in a workshop process that took us to 2036 and beyond. 

What does it cover?

The concepts explored in this report include the notion of care in a climate-altered world; a sketch of what happens when a nation welcomes migrants at scale; the psychological toll of social division; and the possible outcomes of technological breakdown. The outputs focussed on ways to reduce fear, overcome entrenched barriers, and increase spirituality and belonging. 

Importantly, the process never asked for agreement or utopia; instead, it held a space for tension, disagreement, and pragmatism. And it surfaced the strategic knowledge of expertise of people in civil society with a wide range of experience…(More)”.

Regulatory Technology for the 21st Century


White Paper by the World Economic Forum: “Regulation is central to government’s management of complex systems. However, if designed or applied ineffectively, regulation may trigger significant losses, impose unnecessary financial burdens and stifle innovation. Regulatory Technology (RegTech), is the application of new technological solutions to in set, effectuate and meet regulatory requirements. This white paper explores the value of RegTech through a series of case studies and identifies the 7 common success factors that help define best practice deployment of RegTech. It provides government and business with a roadmap to start implementing RegTech without having to upend or rewrite entire regulatory and compliance frameworks to begin the journey…(More)”.

Orientation Failure? Why Directionality Matters in Innovation Policy and Implementation


Blog by Mariam Tabatadze and Benjamin Kumpf: “…In the essay “The Moon and the Ghetto” from 1977, Richard Nelson brought renewed attention to the question of directionality of innovation. He asked why societies that are wealthy and technologically advanced are not able to deal effectively with social problems such as poverty or inequities in education. Nelson believed that politics are only a small part of the problem. The main challenge, according to him, was further advancing scientific and technological breakthroughs.

Since the late seventies, humanity has laid claim to many more significant technological and scientific achievements. However, challenges such as poverty, social inequalities and of course environmental degradation persist. This begs the question: is the main problem a lack of directionality?

The COVID-19 pandemic sparked renewed interest in mission-driven innovation in industrial and socio-economic policy (see below for a framing of missions and mission-oriented innovation). The focus is a continuation of a “normative turn” in national and supranational science, technology and innovation (STI) policies over the last 15 years.

The directionality of STI policies shifted from pursuing predominantly growth and competitiveness-related objectives to addressing societal challenges. It brings together elements of innovation policy – focused on economic growth – and transition policy, which seeks beneficial change for society at large. This is important as we are seeing increasingly more evidence on the negative effects of innovation in countries across the globe, from exacerbated inequalities between places to greater inequalities between income groups…(More)”.

The Food Aid Delivery App


Essay by Trish Bendix: “Between 30 and 40 percent of the US food supply goes to waste each year. The US Environmental Protection Agency estimates that nearly 80 billion pounds of food end up in landfills annually. This figure takes on a greater significance in the context of another food crisis: food insecurity. More than 10 percent of US households are food insecure, and the nonprofit Feeding America reports that this number will increase due to the economic and unemployment consequences of the COVID-19 pandemic.

The food waste crisis is not new. Wasted, a 2012 report from the Natural Resources Defense Council, recorded Americans’ annual food waste at 40 percent. Horrified by the report’s findings, Leah Lizarondo, a food and health advocate who began her career working in consumer-packaged goods and technology, was inspired to find a solution.

“I tried to figure out why this inefficiency was happening—where the failing was in the supply chain,” Lizarondo says. She knew that consumer-facing businesses such as grocery stores and restaurants were the second-biggest culprits of food waste—behind American households. And even though these businesses didn’t intend to waste food, they lacked the logistics, structures, or incentives to redirect the food surplus to people experiencing food insecurity. Furthermore, because most wasted food is perishable, traditional waste methods didn’t work within the food-banking structure.

“It was so cheap to just throw food in a landfill,” Lizarondo comments. “There’s no legislation [in the United States] that prevents us from doing that, unlike other countries.” For example, France banned food waste in 2016, while Norway has stores that sell food past their sell-by dates, and Asian countries like Japan and South Korea have adopted their own regulations, including the latter charging a fee to citizens for each pound of food waste. Currently, California, Connecticut, Massachusetts, Rhode Island, and Vermont are the only US states with legislation enforcing organic waste bans.

In 2016, Lizarondo launched the nonprofit Food Rescue Hero, a technology platform that redirects food waste to the food insecure in cities across America.

Since its launch, Food Rescue Hero has given more than 68 million pounds of food to people in need. Currently, it operates in 12 cities in the United States and Canada, with more than 22,000 drivers volunteering their time….(More)”.

The Russian invasion shows how digital technologies have become involved in all aspects of war


Article by Katharina Niemeyer, Dominique Trudel, Heidi J.S. Tworek, Maria Silina and Svitlana Matviyenko: “Since Russia invaded Ukraine, we keep hearing that this war is like no other; because Ukrainians have cellphones and access to social media platforms, the traditional control of information and propaganda cannot work and people are able to see through the fog of war.

As communications scholars and historians, it is important to add nuance to such claims. The question is not so much what is “new” in this war, but rather to understand its specific media dynamics. One important facet of this war is the interplay between old and new media — the many loops that go from Twitter to television to TikTok, and back and forth.

We have moved away from a relatively static communication model, where journalists report on the news within predetermined constraints and formats, to intense fragmentation and even participation. Information about the war becomes content, and users contribute to its circulation by sharing and commenting online…(More)”.

Dynamic capabilities of the public sector: Towards a new synthesis


Paper by Rainer Kattel: “The COVID-19 pandemic has shown how important public sector capacities and capabilities are in terms of reacting to crises, and re-configuring existing policies and implementation practices. Prior to the pandemic, policy makers were increasingly turning their attention to challenge-driven innovation policies in order to tackle climate emergencies and other ‘wicked’ societal challenges. Such a ‘normative turn’ also assumes the existence of what can be called dynamic capabilities in the public sector. This paper offers a new synthesis of how to conceptualise dynamic capabilities in the public sector. The paper synthesises existing state capacity, public sector innovation capacity and dynamic capabilities literature. Using three brief case studies (the UK’s Government Digital Service, the city of Barcelona and Sweden’s Vinnova), the paper discusses the origins and constitutive elements (sense-making, connecting, shaping) of dynamic capabilities. The paper also discusses how dynamic capabilities could be assessed…(More)”.

The Digital, Data and Technology Playbook


Guidance by the UK Government: “Digital, data and technology (DDaT) underpins everything we do and the government provides vital services for millions of citizens every day. The public sector is estimated to spend £46 billion on digital in 2021/22. To ensure that spend meets the needs of our users in this rapidly evolving world, we need to continually strive for excellence by thinking about our products and services in new ways.

The Digital, Data and Technology Playbook is focused on getting things right from the start. Setting projects and programmes up for success can take more time upfront but we know from past experience that this early investment can be repaid many times over by enabling us to avoid costly mistakes later on.

Changing our approach to procurement in this sector will allow us to learn from successes and failures across government and industry. In order to decide on the correct delivery model, a robust assessment needs to be done of the options available (see Delivery Model Assessment in Chapter 5).

This mixed model of delivery is key. We will use the market’s expertise and capability to supplement agile teams and our commercial processes must be designed to enable this. Following the policies and principles in this Playbook, we will work with our suppliers to take an outcome-based approach and deliver innovative solutions which are focused on the user and create the best possible value for our citizens.

The Digital, Data and Technology Playbook sets out 11 key policy reforms which will transform how we assess, procure and manage our products and services. This includes:

  • online public services such as applying for a driver’s licence
  • business systems ranging from simple database applications through to large transactional systems supporting the operation of tax collection and benefits payments.
  • back-office systems such as finance, human resources, and facilities management systems
  • infrastructure which provides all the basic tools of the modern working environment such as computers and email

We will work together across government and industry to implement and drive the consistent application of the best practice and policies set out in this Playbook and deliver transformational change….(More)”.