Eric Gordon, Jason Haas, and Becky Michelson at the International Journal of Communication: “This article analyzes the use of a role-playing game in a civic planning process. We focus on the qualities of interactions generated through gameplay, specifically the affordances of voluntary play within a “magic circle” of the game, that directly impact participants’ ability to generate new ideas about the community. We present the results of a quasi-experimental study where a role-playing game (RPG) called @Stake is incorporated into participatory budgeting meetings in New York City and compared with meetings that incorporated a trivia game. We provide evidence that the role-playing game, which encourages empathy, is more effective than a game that tests knowledge for generating what we call civic creativity, or an individual’s ability to come up with new ideas. Rapid ideation and social learning nurtured by the game point to a kind of group creativity that fosters social connection and understanding of consequence outside of the game. We conclude with thoughts on future research….(More)”.
Let’s create a nation of social scientists
Geoff Mulgan in Times Higher Education: “How might social science become more influential, more relevant and more useful in the years to come?
Recent debates about impact have largely assumed a model of social science in which a cadre of specialists, based in universities, analyse and interpret the world and then feed conclusions into an essentially passive society. But a very different view sees specialists in the academy working much more in partnership with a society that is itself skilled in social science, able to generate hypotheses, gather data, experiment and draw conclusions that might help to answer the big questions of our time, from the sources of inequality to social trust, identity to violence.
There are some powerful trends to suggest that this second view is gaining traction. The first of these is the extraordinary explosion of new ways to observe social phenomena. Every day each of us leaves behind a data trail of who we talk to, what we eat and where we go. It’s easier than ever to survey people, to spot patterns, to scrape the web or to pick up data from sensors. It’s easier than ever to gather perceptions and emotions as well as material facts and easier than ever for organisations to practice social science – whether investment organisations analysing market patterns, human resources departments using behavioural science, or local authorities using ethnography.
That deluge of data is a big enough shift on its own. However, it is also now being used to feed interpretive and predictive tools using artificial intelligence to predict who is most likely to go to hospital, to end up in prison, which relationships are most likely to end in divorce.
Governments are developing their own predictive tools, and have also become much more interested in systematic experimentation, with Finland and Canada in the lead, moving us closer to Karl Popper’s vision of “methods of trial and error, of inventing hypotheses which can be practically tested…”…
The second revolution is less visible but could be no less profound. This is the hunger of many people to be creators of knowledge, not just users; to be part of a truly collective intelligence. At the moment this shift towards mass engagement in knowledge is most visible in neighbouring fields. Digital humanities mobilise many volunteers to input data and interpret texts – for example making ancient Arabic texts machine-readable. Even more striking is the growth of citizen science – eBird had 1.5 million reports last January; some 1.5 million people in the US monitor river streams and lakes, and SETI@home has 5 million volunteers. Thousands of patients also take part in funding and shaping research on their own conditions….
We’re all familiar with the old idea that it’s better to teach a man to fish than just to give him fish. In essence these trends ask us a simple question: why not apply the same logic to social science, and why not reorient social sciences to enhance the capacity of society itself to observe, analyse and interpret?…(More)”.
Community Digital Storytelling for Collective Intelligence: towards a Storytelling Cycle of Trust
Digital storytelling has become a popular method for curating community, organisational, and individual narratives. Since its beginnings over 20 years ago, projects have sprung up across the globe, where authentic voice is found in the narration of lived experiences. Contributing to a Collective Intelligence for the Common Good, the authors of this paper ask how shared stories can bring impetus to community groups to help identify what they seek to change, and how digital storytelling can be effectively implemented in community partnership projects to enable authentic voices to be carried to other stakeholders in society. The Community Digital Storytelling (CDST) method is introduced as a means for addressing community-of-place issues. There are five stages to this method: preparation, story telling, story digitisation, digital story sense-making, and digital story sharing. Additionally, a Storytelling Cycle of Trust framework is proposed. We identify four trust dimensions as being imperative foundations in implementing community digital media interventions for the common good: legitimacy, authenticity, synergy, and commons. This framework is concerned with increasing the impact that everyday stories can have on society; it is an engine driving prolonged storytelling. From this perspective, we consider the ability to scale up the scope and benefit of stories in civic contexts. To illustrate this framework, we use experiences from the CDST workshop in northern Britain and compare this with a social innovation project in the southern Netherlands….(More)”.
Madrid as a democracy lab
Bernardo Gutiérrez at OpenDemocracy: “…The launch of Decide Madrid, the city participation platform running on the Consul free software, signaled a real revolution. On the one hand, it paved the way for democracy from the bottom up, through direct and binding mechanisms. Unlike other historical participatory budgets, the 100 million Euros devoted to Decide Madrid participatory budgets in 2017 are allocated according to proposals coming from below. The proposals that get the most votes, whenever technically feasible, are approved. The platform also carries a section for “citizen proposals”. …
The Decide Madrid platform was not initially well received by the traditional neighbourhood associations, used to face-to-face participation and to mediating between citizens and government. In order to tackle this, a number of face-to-face deliberation spaces are being set up, such as the Local Forums (physical participation spaces in the districts), and also projects such as If you feel like a cat (participation for children and teenagers), or processes such as G1000, which aims at promoting collective deliberation and fostering proposals from below on the basis of a representative sample of the population, so that the participants’ diversity and plurality is guaranteed.
Most projects are being carried out with the support of the new Laboratories of Citizen Innovation of the prestigious Medialab-Prado. The Participa LAB(Collective Intelligence for Democracy), the DataLab (open data) and the InciLab (Citizen Innovation Lab) are joint public/common initiatives, acting as a bridge between local government and citizens. The Participa LAB, which is the one working more closely on participation, is collaborating with Decide Madridin a number of projects (Codat Madrid hackathons, If you feel like a cat, community lines, gamification, G1000, narrative groups…) and coordinates the Collective Intelligence for Democracy international call. InciLab has launched, among many other initiatives, the Madrid Listens project, to connect City Hall officials with citizens on concrete projects, blending disintermediation and the citizen lab philosophy.
More than 300.000 users strong, Decide Madrid is consolidating itself as the hegemonic space for participation in the city. It activates a variety of processes, debates, proposals, and projects. Its free software means that any city can adapt Consul to its needs, without any substantial investment, and set up a platform. From Barcelona to A Coruña, from Rome to Paris and Buenos Aires, dozens of institutions around the world have replicated the initial Decide Madrid core, thus setting up what Audrey Tang, Taiwan’s digital minister, calls a “liquid federation of cities”. Ada Colau, the mayor of Barcelona, praising the cooperative network of participation cities says: “It is very interesting that in Barcelona we have been able to carry out our first experience of digital participation, Decidim Barcelona, adapting Madrid’s base code. Once we have had a first proposal, we have shared it with many municipalities throughout Catalonia”.
Distributed democracy
The brain as a metaphor. A map of Hamburg (Germany) as a symbol of the networked, decentralized city. Neurons and neighbourhoods connected by flows, inevitably synchronized. Both images are to be found in Emergency, Steven Johnson’s classic book on collective intelligence processes. The city as a brain, as a whole made of decentralized nodes. The city as an open network, where any neighbourhood-node can connect with any other. Caio Vassão’s concept of a distributed city rounds the edges of the city with no centre, “networked, open, fluid, flexible, adaptable, reconfigurable”. A city where the neighbourhoods in the suburbs dialogue and relate to each other without the mediation of a historical center.
Madrid has kick-started a forceful decentralization policy. Distributed democracy in Madrid can be seen in how budgets are allocated, how city districts have multiplied their resources and partly manage cultural festivals (like the Summers in the City) and cultural projects (Madrid District).
At the same time, the launching of the Local Forums is a clear move to decentralize power and participation in the city. Through projects such as Experiment District (travelling citizen laboratories), Imagine Madrid (rethinking 10 territories) or the M.A.R.E.S project, Spain’s capital city is redrawing its neighbourhood fabric, its economic relations, and citizen involvement in decision making. The successful Medialab-Prado’s Experiment District project, which has already visited Villaverde, Moratalaz and Fuencarral, is in full expansion. It is about to even launch a global call, as dozens of cities around the world want to replicate it. Medialab-Prado, one of the city innovation centres, defines Experiment District as a set of “citizen labs for experimenting and collaborative learning in which anyone can participate”. Citizen (neighbourhood) labs based on the prototyping culture, an open and collaborative way of developing projects. Citizen (neighbourhood) labs for learning and teaching, where the result is not a perfect product, but a process that can be improved in real time through the collaboration of citizens from the Madrid neighbourhoods….(More)”
Shaping space for civic life: Can better design help engage citizens?
Patrick Sisson at Curbed: “…The Assembly Civic Engagement Survey, a new report released yesterday by the Center for Active Design, seeks to understand the connections between the design of public spaces and buildings on public life, and eventually create a toolbox for planners and politicians to make decisions that can help improve civic pride. There’s perhaps an obvious connection between what one might consider a better-designed neighborhood and public perception of government and community, but how to design that neighborhood to directly improve public engagement—especially during an era of low voter engagement and partisan divide—is an important, and unanswered, question….
One of the most striking findings was around park signage. Respondents were shown a series of three signs, ranging from a traditional display of park rules and prohibitions to a more proactive, engaging pictograph that tells parkgoers it’s okay to give high-fives. The survey found the simple switch to more eye-catching, positive, and entertaining signage improved neighborhood pride by 11 percent and boosted the feeling that “the city cares for people in this park” by 9 percent. Similar improvements were found in surveys looking at signage on community centers.
According to Frank, the biggest revelation from the research is how a minimum of effort can make a large impact. On one hand, she says, it doesn’t take a genius to realize that transforming a formerly graffiti-covered vacant lot into a community garden can impact community trust and cohesion.
What sticks out from the study’s findings is how little is really necessary to shift attitudes and improve people’s trust in their neighborhoods and attitudes toward city government and police. Litter turned out to be a huge issue: High levels of trash eroded community pride by 10 percent, trust in police by 5 percent, and trust in local government by 4 percent. When presented with a series of seven things they could improve about their city, including crime, traffic, and noise, 23 percent of respondents chose litter.
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In short, disorder erodes civic trust. The small things matter, especially when cities are formulating budgets and streetscaping plans and looking at the most effective ways of investing in community improvements….
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Giving cities direction as well as data
Beyond connecting the dots, Frank wants to give planners rationale for their actions. Telling designers that placing planters in the middle of a street can beautify a neighborhood is one thing; showing that this kind of beautification increases walkability, brings more shoppers to a commercial strip, and ultimately leads to higher sales and tax revenue spurs action and innovation.
Frank gives the example of redesigning the streetscape in front of a police station. The idea of placing planters and benches may seem like a poor use of limited funds, until data and research reveals it’s a cost-effective way to encourage interactions between cops and the community and helps change the image of the department….(More)”
Index: Collective Intelligence
By Hannah Pierce and Audrie Pirkl
The Living Library Index – inspired by the Harper’s Index – provides important statistics and highlights global trends in governance innovation. This installment focuses on collective intelligence and was originally published in 2017.
The Collective Intelligence Universe
- Amount of money that Reykjavik’s Better Neighbourhoods program has provided each year to crowdsourced citizen projects since 2012: € 2 million (Citizens Foundation)
- Number of U.S. government challenges that people are currently participating in to submit their community solutions: 778 (Challenge.gov).
- Percent of U.S. arts organizations used social media to crowdsource ideas in 2013, from programming decisions to seminar scheduling details: 52% (Pew Research)
- Number of Wikipedia members who have contributed to a page in the last 30 days: over 120,000 (Wikipedia Page Statistics)
- Number of languages that the multinational crowdsourced Letters for Black Lives has been translated into: 23 (Letters for Black Lives)
- Number of comments in a Reddit thread that established a more comprehensive timeline of the theater shooting in Aurora than the media: 1272 (Reddit)
- Number of physicians that are members of SERMO, a platform to crowdsource medical research: 800,000 (SERMO)
- Number of citizen scientist projects registered on SciStarter: over 1,500 (Collective Intelligence 2017 Plenary Talk: Darlene Cavalier)
- Entrants to NASA’s 2009 TopCoder Challenge: over 1,800 (NASA)
Infrastructure
- Number of submissions for Block Holm (a digital platform that allows citizens to build “Minecraft” ideas on vacant city lots) within the first six months: over 10,000 (OpenLearn)
- Number of people engaged to The Participatory Budgeting Project in the U.S.: over 300,000. (Participatory Budgeting Project)
- Amount of money allocated to community projects through this initiative: $238,000,000
Health
- Percentage of Internet-using adults with chronic health conditions that have gone online within the US to connect with others suffering from similar conditions: 23% (Pew Research)
- Number of posts to Patient Opinion, a UK based platform for patients to provide anonymous feedback to healthcare providers: over 120,000 (Nesta)
- Percent of NHS health trusts utilizing the posts to improve services in 2015: 90%
- Stories posted per month: nearly 1,000 (The Guardian)
- Number of tumors reported to the English National Cancer Registration each year: over 300,000 (Gov.UK)
- Number of users of an open source artificial pancreas system: 310 (Collective Intelligence 2017 Plenary Talk: Dana Lewis)
Government
- Number of submissions from 40 countries to the 2017 Open (Government) Contracting Innovation Challenge: 88 (The Open Data Institute)
- Public-service complaints received each day via Indonesian digital platform Lapor!: over 500 (McKinsey & Company)
- Number of registered users of Unicef Uganda’s weekly, SMS poll U-Report: 356,468 (U-Report)
- Number of reports regarding government corruption in India submitted to IPaidaBribe since 2011: over 140,000 (IPaidaBribe)
Business
- Reviews posted since Yelp’s creation in 2009: 121 million reviews (Statista)
- Percent of Americans in 2016 who trust online customer reviews as much as personal recommendations: 84% (BrightLocal)
- Number of companies and their subsidiaries mapped through the OpenCorporates platform: 60 million (Omidyar Network)
Crisis Response
- Number of diverse stakeholders digitally connected to solve climate change problems through the Climate CoLab: over 75,000 (MIT ILP Institute Insider)
- Number of project submissions to USAID’s 2014 Fighting Ebola Grand Challenge: over 1,500 (Fighting Ebola: A Grand Challenge for Development)
- Reports submitted to open source flood mapping platform Peta Jakarta in 2016: 5,000 (The Open Data Institute)
Public Safety
- Number of sexual harassment reports submitted to from 50 cities in India and Nepal to SafeCity, a crowdsourcing site and mobile app: over 4,000 (SafeCity)
- Number of people that used Facebook’s Safety Check, a feature that is being used in a new disaster mapping project, in the first 24 hours after the terror attacks in Paris: 4.1 million (Facebook)
Towards Crowd-Scale Deliberation
Paper by Mark Klein: “Let us define deliberation as the activity where groups of people (1) identify possible solutions for a problem, (2) evaluate these alternatives, and (3) select the solution(s) that best meet their needs. Deliberation processes have changed little in centuries. Typically, small groups of powerful players craft policies behind closed doors, and then battle to engage wider support for their preferred options. Most people affected by the decisions have at best limited input into defining the solution options. This approach has become increasingly inadequate as the scale and complexity of the problems we face has increased. Many important ideas and perspectives simply do not get incorporated, squandering the opportunity for far superior outcomes. We have the potential to do much better by radically widening the circle of people involved in complex deliberations, moving from “team” scales (tens of participants) to “crowd” scales (hundreds, thousands, or more).
This is because crowd-scale interactions have been shown to produce, in appropriate circumstances, such powerful emergent phenomena as:
- The long tail: crowd-scale participation enables access to a much greater diversity of ideas than would otherwise be practical: potentially superior solutions “small voices” (the tail of the frequency distribution) have a chance to be heard .
- Idea synergy: the ability for users to share their creations in a common forum can enable a synergistic explosion of creativity, since people often develop new ideas by forming novel combinations and extensions of ideas that have been put out by others.
- Many eyes: crowds can produce remarkably high-quality results (e.g. in open source software) by virtue of the fact that there are multiple independent verifications – many eyes continuously checking the shared content for errors and correcting them .
- Wisdom of the crowds: large groups of (appropriately independent, motivated and informed) contributors can collectively make better judgments than those produced by the individuals that make them up, often exceeding the performance of experts,because their collective judgment cancels out the biases and gaps of the individual members…
Our team has been developing crowd-scale deliberation support technologies that address these three fundamental challenges by enabling:
- better ideation: helping crowds develop better solution ideas
- better evaluation: helping crowds evaluate potential solutions more accurately
- better decision-making: helping crowds select pareto-optimal solutions…(More)”.
Big Mind: How Collective Intelligence Can Change Our World
Book by Geoff Mulgan: “A new field of collective intelligence has emerged in the last few years, prompted by a wave of digital technologies that make it possible for organizations and societies to think at large scale. This “bigger mind”—human and machine capabilities working together—has the potential to solve the great challenges of our time. So why do smart technologies not automatically lead to smart results? Gathering insights from diverse fields, including philosophy, computer science, and biology, Big Mind reveals how collective intelligence can guide corporations, governments, universities, and societies to make the most of human brains and digital technologies.
Geoff Mulgan explores how collective intelligence has to be consciously organized and orchestrated in order to harness its powers. He looks at recent experiments mobilizing millions of people to solve problems, and at groundbreaking technology like Google Maps and Dove satellites. He also considers why organizations full of smart people and machines can make foolish mistakes—from investment banks losing billions to intelligence agencies misjudging geopolitical events—and shows how to avoid them.
Highlighting differences between environments that stimulate intelligence and those that blunt it, Mulgan shows how human and machine intelligence could solve challenges in business, climate change, democracy, and public health. But for that to happen we’ll need radically new professions, institutions, and ways of thinking.
Informed by the latest work on data, web platforms, and artificial intelligence, Big Mind shows how collective intelligence could help us survive and thrive….(More)”
Nobody Is Smarter or Faster Than Everybody
Rod Collins at Huffington Post: “One of the deepest beliefs of command-and-control management is the assumption that the smartest organization is the one with the smartest individuals. This belief is as old as scientific management itself. According to this way of thinking, just as there is a right way to perform every activity, there are right individuals who are essential for defining what are the right things and for making sure that things are done right. Thus, traditional organizations have long held that the key to the successful achievement of the corporation’s two basic accountabilities of strategy and execution is to hire the smartest individual managers and the brightest functional experts.
Command-and-control management assumes that intelligence fundamentally resides in a select number of star performers who are able to leverage their expertise across large groups of people through proper direction and effective control. Thus, the recruiting efforts and the promotional practices of most companies are focused on competing for and retaining the most talented people. While established management thinking holds that most individual workers are replaceable, this is not so for those star performers whose decision-making and problem-solving prowess are heroically revered. Traditional hierarchical organizations firmly believe in the myth of the individual hero. They are convinced that a single highly intelligent individual can make the difference between success and failure, whether that person is a key senior executive, a functional expert, or even a highly paid consultant.
However, in a rapidly changing world, it is becoming painfully obvious to harried executives that no single individual or even an elite cadre of star performers can adequately process the ever-evolving knowledge of fast-changing markets into operational excellence in real-time. Eric Teller, the CEO of Google X, has astutely recognized that we now live in a world where the pace of technological change exceeds the capacity for most individuals to absorb these changes in real time. If we can’t depend upon smart individuals to process change in time to respond to market developments, what options do business leaders have?
Nobody Is Smarter Than Everybody
If business executives want to build smart companies in a rapidly changing world, they will need to think differently and discover the most untapped resource in their organizations: the collective intelligence of their own people. Innovative organizations, such as Wikipedia and Google, have made this discovery and have leveraged the power of collective intelligence into powerful business models that have radically transformed their industries. The struggling online encyclopedia Nupedia rescued itself from oblivion when it serendipitously discovered an obscure application known as a wiki and transformed itself into Wikipedia by using the wiki platform to leverage the power of collective intelligence. In less than a decade, Wikipedia became the world’s most popular general reference resource. Google, which was a late entry into a crowded field of search engine upstarts, quickly garnered two-thirds of the search market by becoming the first engine to use the wisdom of crowds to rank web pages. These successful enterprises have uncovered the essential management wisdom for our times: Nobody is smarter or faster than everybody….
While smart individuals are important in any organization, it isn’t their unique intelligence that is paramount but rather their unique contributions to the overall intelligence of teams. That’s because the blending of the diverse perspectives of different types of intelligences is often the fastest path to the solution of complex problems, as we learned in the summer of 2011 when a diverse group of over 250,000 experts, non-experts, and unusual suspects in a scientific gaming community called Foldit, solved in ten days a biomolecular problem that had alluded the world’s best scientists for over ten years. This means a self-organized group that required no particular credentials for membership was 365 times more effective and efficient than the world’s most credentialed individual experts. Similarly, the non-credentialed contributors of Wikipedia were able to produce approximately 18,000 articles in its first year of operation compared to only 25 articles produced by academic experts in Nupedia’s first year. This means the wisdom of the crowd was 720 times more effective and efficient than the individual experts. These results are completely counterintuitive to everything that most of us have been taught about how intelligence works. However, as counterintuitive as this may seem, the preeminence of collective intelligence has suddenly become a practical reality thanks to proliferation of digital technology over the last two decades.
As we move from the first wave of the digital revolution, which was sparked by connecting people via the Internet, to the second wave where everyone and everything will be hyper-connected in the emerging Internet of Things, our capacity to aggregate and leverage collective intelligence is likely to accelerate as practical applications of artificial intelligence become everyday realities….(More)”.
Social Network for Doctors to Transform Medical Crowdsourcing
Press Release: “SERMO, a global social network for physicians has expanded its footprint globally to revolutionize medical crowdsourcing. SERMO is now open to physicians on all seven continents, delivering on its promise from day one to unite physicians from every corner of the globe, ensuring the free flow of expert information amongst physicians.
Now available in more than 150 countries, physicians from both rural and urban areas, in developed and developing nations, can be exposed to the same expertise from their peers, providing an even higher level of care to their patients.
According to one orthopedic surgeon from Greece, SERMO offers “Exciting doctor interactions, is very helpful with difficult cases and always prompts us with very interesting social topics and discussions. It is a form of collective intelligence that allows individuals to achieve more than they could on their own.”
Combined with last month’s Drug Ratings launch, physicians will now be able to evaluate prescription drugs, in addition to communicating with peers and solving tough patient cases. These tools are revolutionizing the way physicians exchange and obtain information, as well as offer personalized care to their patients. With over 300,000 drug ratings gathered since the beta launch began last year, Ratings enables doctors globally to share prescription drug treatment experiences with their peers, transforming how physicians around the world make prescribing decisions in their daily practice.
SERMO’s membership has grown from 130,000 in 2012, when SERMO merged with WorldOne, to 650,000 total members prior to today’s expansion – now, the network includes close to 800,000 physicians….(More)”.