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Collective Intelligence

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How can we measure Collective Intelligence? - UNANIMOUS A.I.UNANIMOUS A.I. Everywhere you look, animals and people collectively accomplish complex goals that none could achieve individually.

How can we measure Collective Intelligence? - UNANIMOUS A.I.UNANIMOUS A.I.

Ant colonies efficiently find near-optimal paths to food sources, while anonymous people collaboratively produce sites like Wikipedia. Such phenomena, known as Collective Intelligence, represent an intriguing new paradigm for teamwork and problem-solving. Because these groups are decentralized, they are more creative, resilient, and adaptive than traditional groups that rely on centralized control to make decisions. I study collective intelligence across multiple domains — from termites constructing mounds to people solving problems over the Internet.

Yet while these topics are unified under the domain of collective intelligence, we have no unified way to study them. I have recently been thinking of ways we can define, identify, and measure collective intelligence in a domain-independent manner. 1) The collective outperforms individuals on the given task. Related. Cookies are Not Accepted - New York Times. Better wisdom from crowds. The wisdom of crowds is not always perfect.

Better wisdom from crowds

But two scholars at MIT’s Sloan Neuroeconomics Lab, along with a colleague at Princeton University, have found a way to make it better. Their method, explained in a newly published paper, uses a technique the researchers call the “surprisingly popular” algorithm to better extract correct answers from large groups of people. Teams Solve Problems Faster When They’re More Cognitively Diverse. Looking at the executive teams we work with as consultants and those we teach in the classroom, increased diversity of gender, ethnicity, and age is apparent.

Teams Solve Problems Faster When They’re More Cognitively Diverse

Over recent decades the rightful endeavor to achieve a more representative workforce has had an impact. Eight Dangers of Collaboration. Most of what is written about collaboration is positive.

Eight Dangers of Collaboration

Even hip. Collaboration is championed enthusiastically by the Enterprise 2.0 experts, as well as leading thinkers like Don Tapscott, as the crucial approach for the 21st century. Collaboration creates once-elusive “buy-in or “empowerment,” improves problem solving, increases creativity, is key to innovation at companies like Lego, Pixar, and Intuit. It slashes costs and improves productivity. Collective IQ  Keen On… David Weinberger: Too Big To Know (TCTV) Chinese Thinking and Complexity. By Greg Fisher Last week I attended an excellent conference in Singapore, which had the intriguing title of “A Crude Look at the Whole”.

Chinese Thinking and Complexity

The title was attributable to Murray Gell-Man who was one of the founding fathers of the Santa Fe Institute and also the winner of the 1969 Nobel Prize in Physics. Gell-Man is famous for a few things, including being the first to postulate the existence of quarks. Another is the idea of coarse-grained cognition. The Emergence of Collective Intelligence. 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?

MIT Unravels the Secrets Behind Collective Intelligence – Hint: IQ Not So Important

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. Forget the Wisdom of Crowds; Neurobiologists Reveal the Wisdom of the Confident. 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. How to Make Better Decisions Together. Learning how to make decisions together is a crucial element of getting along and getting things done with others.

How to Make Better Decisions Together

It’s wise for your group to learn how to steer your boat together with collective decision-making before you have a sinking ship on your hands. I’ve learned these skills through workshops, readings and from living and working in cooperatives and they have been incredibly valuable to the success of these projects. Collective decision-making has innumerable rewards. If group members affected by the decision are involved, less conflict will result. If folks implementing the decision are involved, decisions are more likely to be implemented with hard work and enthusiasm, and empowered decision-makers are likely to stick around for the long haul. Making Dumb Groups Smarter - HBR. Collective Action Toolkit. Is it possible to inspire design thinking outside of the design world?

Collective Action Toolkit

The practice has helped countless organizations innovate new products and services, but has infrequently been made available to a broad audience. frog set out to prove the practice is universal by creating the Collective Action Toolkit, a set of resources and activities to help people accomplish tangible outcomes through a set of guided, non-linear collaboration activities. The goal: to help communities generate solutions, connect to resources, and pool knowledge to solve a wide range of challenges and create real change. CAT got its start with the Nike Foundation, in which frog was asked to help empower girls to solve local community problems. The frog team explored the value of connections for adolescent girls living in extreme poverty in the developing world, and collectively devised solutions to the problems they faced. Loomio.

The Power of Talk: Who Gets Heard and Why. The head of a large division of a multinational corporation was running a meeting devoted to performance assessment.

The Power of Talk: Who Gets Heard and Why

Each senior manager stood up, reviewed the individuals in his group, and evaluated them for promotion. Although there were women in every group, not one of them made the cut. One after another, each manager declared, in effect, that every woman in his group didn’t have the self-confidence needed to be promoted. The division head began to doubt his ears. How could it be that all the talented women in the division suffered from a lack of self-confidence? In all likelihood, they didn’t. The CEO of a major corporation told me that he often has to make decisions in five minutes about matters on which others may have worked five months. How to Explain Mansplaining. Photo.