Génome des Systèmes d'Intelligence Collective. CCIwp2009-01.pdf (Objet application/pdf) Programming Collective Intelligence About me and why I read this book I've been programming professionally for ~7.5 years, mainly business applications and reporting, so I already have quite some love for data.
While I haven't used math much in my day jobs, I liked (and was good at) it in high school, including taking extra classes - so I have learned basic statistics. Refreshing and advancing my data analytics skills is one of my goals this year, and reading this book was part of the plan. About the book The book introduces lots of algorithms that can be used to gain new insight into any kind of data one might come across. Each of the algorithms is illustrated with real world application examples, and examples where applying them doesn't make sense are brought too. In addition to the well written, gradual introduction, the book has a concise algorithm reference at the end, so when one needs a quick refresher, there is no need to wade through the lengthy tutorials.
The book was written in 2007, but is not dated. The Collective Intelligence Genome. References (6) 1.
T.W. Malone, “The Future of Work” (Boston: Harvard Business School Press, 2004); J. Howe, “Crowdsourcing” (New York: Crown Business, 2008); J. Surowiecki, “The Wisdom of Crowds” (New York: Doubleday, 2004); Y. 2. 3. 4. I. Ii. Show All References Acknowledgments Funding for this work was provided by the MIT Center for Collective intelligence, including special support for this project by BT Group plc. Decisions 2.0: The Power of Collective Intelligence. Information markets, wikis and other applications that tap into the collective intelligence of groups have recently generated tremendous interest.
But what”s the reality behind the hype? Image courtesy of “American Idol.” The human brain is a magnificent instrument that has evolved over thousands of years to enable us to prosper in an impressive range of conditions. But it is wired to avoid complexity (not embrace it) and to respond quickly to ensure survival (not explore numerous options).
In other words, our evolved decision heuristics have certain limitations, which have been studied extensively and documented over the last few decades, particularly by researchers in the field of behavioral economics. To be sure, companies have long used teams to solve problems, focus groups to explore customer needs, consumer surveys to understand the market and annual meetings to listen to shareholders. Peter Gloor, Research Scientist, MIT 03-19-09 Interview Transcription. Copyright 2010 Betsey Merkel and I-Open.
Creative Commons 3.0Attribution-Noncommercial-No Derivative Works. Institute for Open EconomicNetworks (I-Open) 4415 Euclid Ave 3rd Fl Cleveland, Ohio 44103 USA about being all members of a swarm and these COINS – theseCollaborative Innovation Networks – for me, they are the mainbuilding blocks of those self-organizing groups of people that I call theswarms. I have stumbled on this idea of the swarm by chance when Iwas in Paris with my children and we were looking for restaurantsand on the first day we ended up on top of Monte Martre, which is theplace where all the tourists go so what we did at that time was we didnot follow the swarm we followed the crowd.
The food was okay andthere were tons of tourists. Swarm Creativity is...working together & being part of one world. Programing the Global Brain. A taxonomy of collective intelligence - Handbook of Collective Intelligence. From Handbook of Collective Intelligence One effort to create a taxonomy of collective intelligence is underway in the MIT Center for Collective Intelligence as part of the Handbook for Collective Intelligence project.
So far, this project has included three “generations” of taxonomies. The first generation of this taxonomy was simply the list of examples in the previous sections of this handbook. The second generation was represented in a separate wiki called the Handbook of Organizational Design. The current version of the third generation is summarized in a set of slides presented at the Highlands Collective Intelligence Forum, Carmel Valley, CA, July 23, 2008.
We expect to incorporate the third generation (and any subsequent generations) in this Handbook. Comments and suggestions (especially suggestions of new examples to include) are welcome and can be added to this page or to the discussion page associated with the "discussion" tab above. From Wikipedia. Home - Climate CoLab. Collective Intelligence 2012. Deliberatorium-intro.pdf (Objet application/pdf) "Collective Intelligence 2012": Prof. Tom Malone on how new technologies are changing the ways people and computers work together. Collective intelligence, in some form, has been around at least as long as humans have.
Families, armies, countries, and companies have all—at least sometimes—acted collectively in ways that seem intelligent. But in the last few years, a new kind of collective intelligence has begun to emerge: groups of people and computers, connected by the Internet, collectively doing intelligent things. Consider Google, for instance.
Its technology harvests knowledge created by millions of people generating and linking web pages and then uses this knowledge to answer queries in ways that often seem remarkably intelligent. Wikipedia, which bills itself as the “free encyclopedia that anyone can edit,” is another example. These examples of Internet-enabled collective intelligence are not the end of the story but just the beginning. The organizing committee spent some time debating the scope of the conference, and we ended up defining it as behavior that is both collective and intelligent. Main Page - Handbook of Collective Intelligence.
Mark Klein. Center for Collective Intelligence. The Collective Intelligence Handbook [tentative title] Thomas W.
Malone and Michael S. Bernstein (Editors) Collective intelligence has existed at least as long as humans have, because families, armies, countries, and companies have all--at least sometimes--acted collectively in ways that seem intelligent. But in the last decade or so a new kind of collective intelligence has emerged: groups of people and computers, connected by the Internet, collectively doing intelligent things. In order to understand the possibilities and constraints of these new kinds of intelligence, a new interdisciplinary field is emerging. This book will introduce readers to many disciplinary perspectives on behavior that is both collective and intelligent. The goal of this edited volume is to help catalyze research in the field of collective intelligence by laying out a shared set of research challenges and methodological perspectives.
Chapter 1. Chapter 2. Chapter 3. Chapter 4. Chapter 5. Chapter 6. Chapter 7. Malone.pdf (application/pdf-Objekt) Jean Lievens: Thomas Malone on Collective Intelligence — You Have to Give Away Old Power In Order to Gain New Power. Jean Lievens Thomas Malone, director of the MIT Center for Collective Intelligence, is one of the leading thinkers in the realm of anticipating how new technologies will transform the way work is done and leaders lead.
His 2004 book, The Future of Work: How the New Order of Business Will Shape Your Organization, Your Management Style, and Your Life,helped thousands of executives and would-be executives see their organizations, and themselves, in startling new ways. As a result, many organizations are becoming more collaborative and democratic.
Now, Malone is exploring how social business, data analytics and cognitive computing will transform organizations once again. Here, he talks about the revolution that is coming. IBM: In your book The Future of Work, you talked about society being on the verge of a new world of work, a key element of which is decentralization of the organization. IBM’s Watson is the poster child now for this other way of using information technology. See Also: Harness collective intelligence. In the current issue of MIT Sloan Management Review, Eric Bonabeau looks at not only the appeal of collective intelligence but also the practical issues managers need to consider to use it successfully.
These days, the concept of collective intelligence is extremely popular — and, thanks to the Internet, companies turn to online communities to do everything from choose t-shirt designs to solve business problems. Now, in “Decisions: 2.0: The Power of Collective Intelligence,” an article in the Winter 2009 issue of MIT Sloan Management Review, Eric Bonabeau looks at not only the appeal of collective intelligence but also the practical issues managers need to consider to use it successfully. For every collective intelligence success story, Bonabeau notes, there are ”likely numerous projects that have failed because of faulty mechanism designs.” He concludes: MIT Unravels the Secrets Behind Collective Intelligence – Hint: IQ Not So Important.
What makes a group able to succeed at large number of different tasks?
Women, sharing, and sensitivity. When it comes to a successful group, the easiest way to ensure victory may be placing women on the team. MIT’s Center for Collective Intelligence seeks to understand how humans get better (or worse) at solving problems as they work together. They studied hundreds of people working in small groups and found that they could determine a “C factor”, a key statistic that would predict if a group could perform well in a variety of tasks. C factor was more important in determining group success than the individual IQs of the people in the group. MIT’s research into measuring collective intelligence was lead by their own Thomas Malone in partnership with Carnegie Mellon’s Anita Woolley. Woolley explains this, and many other parts of their collective intelligence research, in the following video: It turns out that a group is more than the sum of its IQs.
The emerging science of 'collective intelligence' — and the rise of the global brain. This is interesting, but humans have always had a process of collective intelligence.
We call it "culture. " Modern communications/computing technology has just made the process faster. "our future as a species may depend on our ability to use our global collective intelligence to make choices that are not just smart, but also wise. " That kind of depends on understanding what wisdom is, doesn't it? Don't get me wrong, psychologists are getting there (more like rediscovering it, in fact), but generally speaking the intelligentsia don't want to hear about it, because what we're discovering violates a lot of people's expectations about rationality and so forth.
People tend not to be wise en masse; it's more like an individual project of self-development. Evidence for a Collective Intelligence Factor in the Performance of Human Groups. MIT management professor Tom Malone on collective intelligence and the “genetic” structure of groups. Do groups have genetic structures? If so, can they be modified? Those are two central questions for Thomas Malone, a professor of management and an expert in organizational structure and group intelligence at MIT’s Sloan School of Management.
In a talk this week at IBM’s Center for Social Software, Malone explained the insights he’s gained through his research and as the director of the MIT Center for Collective Intelligence, which he launched in 2006 in part to determine how collective intelligence might be harnessed to tackle problems — climate change, poverty, crime — that are generally too complex to be solved by any one expert or group.
In his talk, Malone discussed the “genetic” makeup of collective intelligence, teasing out the design differences between, as he put it, “individuals, collectively, and a collective of individuals.” The smart group And what they found is telling. So how do you engineer groups that can problem-solve effectively? Which, yay. The group genome. Why Women Make Teams Smarter. Thomas Malone on Building Smarter Teams. What if you could measure the intelligence of a group?
What if you could predict which committees, assigned to design a horse, would end up with a camel, versus which would develop a thoroughbred—or a racecar? The MIT Sloan School of Management’s Center for Collective Intelligence (CCI) was set up to accomplish just that sort of evaluation. Under the leadership of its founding director, Thomas W. Malone, the center’s ambition is to put forth a new theory of group performance, bringing together insights from social psychology, computer science, group dynamics, social media, crowdsourcing, and the center’s own experiments in group behavior. The results could help business teams produce more thoroughbreds and fewer camels. Malone is the Patrick J. Why Women Make Teams Smarter MIT professor Thomas Malone discusses why women can increase a group's collective intelligence. Audio — In Conversation with Thomas Malone S+B: How did your work on measuring collective intelligence get its start? A Billion Brains are Better Than One. Collective Intelligence.
It's also possible for groups of people to work together in ways that seem pretty stupid, and I think collective stupidity is just as possible as collective intelligence. Part of what I want to understand and part of what the people I'm working with want to understand is what are the conditions that lead to collective intelligence rather than collective stupidity. But in whatever form, either intelligence or stupidity, this collective behavior has existed for a long time. What's new, though, is a new kind of collective intelligence enabled by the Internet. Think of Google, for instance, where millions of people all over the world create web pages, and link those web pages to each other. Then all that knowledge is harvested by the Google technology so that when you type a question in the Google search bar the answers you get often seem amazingly intelligent, at least by some definition of the word "intelligence.
" The first was the average social perceptiveness of the group members. All Together Now (or, Can Collective Intelligence Save the Planet?) MIT Sloan School professor Thomas Malone addresses the mental models that impede management progress, the role of collective intelligence in solving climate problems, and his view of how wrong people are about what business is for.
Even before launching the MIT Center for Collective Intelligence, Thomas Malone was trying to imagine how work could one day be done differently. A professor at the MIT Sloan School of Management, he was a founding co-director of the Initiative on Inventing the Organizations of the 21st Century, and in general has continuously explored how “to help society take advantage of the opportunities for organizing itself in new and better ways made possible by technology.” Some of those ways offer interesting paths to sustainability—but the paths are to sustainability as Malone defines it, which doesn’t mean a world in which everything is built to last. “It’s often the case that good things are sustainable, but sometimes things are sustainable but not good,” he says. Tom Malone - Program for the Future Dec. 8. MIT Center for Collective Intelligence. Decisions 2.0: The Power of Collective Intelligence.