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Facilitating the Evolution of our Collective IQ

Facilitating the Evolution of our Collective IQ Strategically improving our capability for coping with complex, urgent, large-scale problems. Douglas C. Engelbart Accelerating-Change Conference Stanford University, 7-Nov-04.

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Facilitating the Evolution of our Collective IQ

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  1. Facilitating the Evolution of our Collective IQ Strategically improving our capability for coping with complex, urgent, large-scale problems. Douglas C. Engelbart Accelerating-Change Conference Stanford University, 7-Nov-04

  2. Let me design a professional goal which will maximize the contribution my career can make to mankind! Life-Changing Epiphany Just-engaged, 25-yr-old Country Kid, full of excited thoughts about building a family: “Hey, but there’s also that professional career. Some big plans there, too?” (Over-does it!)

  3. “As much as possible, to boost mankind’s collective capability for coping with complex, urgent problems” Weeks Later: Naïve Country Kid’s Lifetime Goal Emerged, and Stuck! Continuous, dedicated pursuit now for over 50 years.

  4. Consider a community’s Collective IQ as its relativecapability for dealing with complex, urgent problems • To understand them as thoroughly as possible • To unearth the best candidate solutions • To assess resources and operational capabilities and select appropriate solution commitments • To understand how best to organize and execute selected approaches • To monitor progress and adapt effectively to unforeseen complications. Etc. …

  5. Dynamic Knowledge Repository COncurrently Developing, Integrating, & Applying Knowledge Collective IQ:Emerged As Primary Strategic Focus CODIAK Capability

  6. “Capabilities” become a key, central consideration … and we find very important things to observe about our capabilities: Consider how they are derived; And how they form an “infrastructure” that opens an important perspective to our quest for significantly boosting our “Collective IQ”!

  7. CapabilityInfrastructure Tool System Human System Media Portrayal Views Study Manipulations Retrieve Compute Communicate Paradigms Organization Procedures Customs Methods Language Attitudes Basic Human Capabilities SensoryPerceptual Motor Mental Skills Knowledge Training (This interface is much more significant than“HCI”) Humans’ Capabilities Depend Upon their Augmentation System

  8. Community Of Practice The World A Complete Country Individual Human Collective IQ Collective IQ Collective IQ Operative IQ This Augmentation Model is valid over huge scale! Purposefully pursuing accelerated evolution of mankind’s knowledge development and application capabilities is a HUGE CHALLENGE, and requires very effective strategies in applying our resources.

  9. Critical Factor: “Concurrent” Evolution of Society’s DKRs Recorded Dialog Intelligence Collection Aggregate DKR Dialog Intell. DKR Concurrency: Scaling Up -- actually, to global scope.

  10. Large-Scale Facilitated Evolution • No one can specify the design for our future capability infrastructure • Far too many of the possible “improvement steps” will change the design environment for other improvement candidates. • Have to depend upon an Evolutionary Process! • BUT, we CAN learn to FACILITATE this evolutionary process!

  11. Anticipate-able Today Human System Development Tool System Utilization The World’s Organizations in Human-Tool SpaceRepresentative distribution of world’s societies

  12. “Co-Evolution Frontier” Human-Systems and Tool Systems Interactively Co-Evolving • Technology's quantum leaps generate accelerating rate of opportunities. • But, human paradigms already lag behind opportunities. • The scale of technology change = > • Paradigm changes have to be accelerated • Human skills, culture, governance already severely stressed Critically needed: Effective Facilitation of our Co-Evolution.

  13. Uncharted, and Changing Human System Development Tool System Utilization Emergent Co-Evolution FrontierOn a scale we can barely anticipate Where best should your organization head? ….By what route? Who else is out there? • We need a DKR that provides the best possible understanding of the current and projected states of this frontier. • Every member organization can then make its own choices about its movements into this frontier. Best Routes? Outposts?

  14. Networked Improvement Community (NIC) Dynamic Knowledge Repository Org 1 Org 2 Recorded Dialog Org N Networked Improvement Community (NIC) An Augmented Improvement Community, Using best-practice Collective-IQ Capability To improve its common-choice group capability. Intelligence Collections Knowledge Products •Investigate & collect intelligence • Share experience of using leading-edge, collective-IQ practices. • Objective: provide best understanding of the “Co-Evolution Frontier” for augmenting this capability.

  15. Large-Scale Facilitated Evolution Common Goal: Continuous Improvement of Large-ScaleCollective Capabilities. • Networked Improvement Communities (NICs) defined around specific areas of interest • Prime Goal: Improve Collective IQ of NICs! • Organize NICs into a large-scale Improvement Infrastructure • for facilitating the Concurrent Evolution • of the associated Augmentation Systems.

  16. 1 2 NIC for Improving Collective IQ 3 The Bootstrap Feedback Loop 3. NIC immediately utilizing the best Collective IQ improvement knowledge Central Strategy: Bootstrapping The better we get at getting better, the better and faster we’ll get better. 1. Currently available information about Collective IQ 2. Best DKR/knowledge about improving Collective IQ

  17. The Bootstrap Feedback Loop NIC for Improving Collective IQ NIC for Improving Capability Z. NIC for Improving Capability X Bootstrapping: Extension to Many NICs

  18. Universities? Government Agencies? Professional Societies? NIC Candidates? Special Improvement Infrastructures? Philanthropic Organizations? Businesses? Towards Effective Facilitation Where/How to Start our First NICs?

  19. The Need For AnOpen Hyperdocument System (OHS) To support the implementation and use of DKRs • “Open” - Scaleable, evolvable, interoperable across domains • “Hyper” - To enhance access, maneuverability,verification, study and integration. • “Document” – The Knowledge Container into which the emerging heterogeneous knowledge is captured, integrated, and managed. • “System” - Provides a complete “Community Knowledge Workshop” OHS - the critical missing piece

  20. Generalize and Extend the “Hyper” term Let “Hyper” mean this: “anything that new technology can bring to the generation, storage, processing, and portrayal of symbolized knowledge.” • This definition provides much more than is included in current “Hypertext”. • E.g.: High-Resolution Addressing; Optional Viewing; Heightened Mobility; Powerful Manipulation Capabilities; etc…

  21. Other Framework Items: • Early Kickoff: a DKR about example DKRs • Open Hyperdocument System (OHS) • Launching OHS evolution: The HyperScope • Knowledge-Workshop Architects • Pedestrian Users … High-Performance Users • Multiple UIS Options • High-Performance Support Teams • Inevitable: Hardcopy documents become obsolete.

  22. Challenges for DKR Development & Use: Rationale for Building a DKR of DKR’s • Special sets of skills required for increasing capabilities • Who will provide the integration & linking of disparate information into the solid, verifiable DKR structures • Properties & structural principles for DKR knowledge containers will be critical part of DKR evolution • Dynamic, seamless integration of new data while preserving the DKR’s evolutionary history • Assessment and rating of the organization’s capabilities to develop and use its DKRs • Capability Infrastructure – support a wide range of usage capabilities, e.g. multiple user interfaces that reflect increasing levels of user expertise.

  23. Selected Reference Links • Subset of pubs that are on the Web: http://www.bootstrap.org/institute/bibliography.html With Special interest in Items below: • #3: Augmenting Human Intellect: A Conceptual Framework. Douglas C. Engelbart. 1962.  • #29: Toward High-Performance Organizations: A Strategic Role for Groupware. Douglas C. Engelbart. 1992. • #32: A Draft OHS-Project Plan (The HyperScope) Douglas C. Engelbart. 2000.

  24. Argument visualization resources • Scholarly Ontologies Projectwww.kmi.open.ac.uk/projects/scholonto Visualizing Argumentation (2003) www.VisualizingArgumentation.info Argument mapping for scholarly publishing, scientific and public policy debates, education, teamwork, and organisational memory.

  25. Extensive general listing: http://www.usabilityvews.com/eng_by_backlinks.html. More Reference Links

  26. THE END!!AC Conference PresentationCreated and Presented by:Doug Engelbart

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