ii Big Mind: How Collective Intelligence Can Change Our World

'Everything we know is knowledge from the past, which may not apply in the future - the problem repeatedly stumbled on by models, algorithms, economic theories, and geopolitical dispositions, which made sense in one era, but then become dysfunctional in another. As social science has repeatedly discovered, the more you use a model, the less likely you are to question it. What starts as a pragmatic tool to answer a question becomes a truth in itself.

And so the models we use to think can also become traps. A model is held on to because it provides meaning and reassurance. Police forces notoriously cling to evidence they collect early in a case in the face of powerful contrary evidence that emerges later, and thus extraordinary miscarriages of justice result. The middle-aged cling to the theories they learned as undergraduates. Organizations become attached to models that become comfortable through use. I remember once meeting the planning team of a government that admitted that their forecasts had been no better than random guesses, but argued that the detailed forecasts were still needed to help with planning. The model became a comfort, even though it had no real use. 

Familiarity also breeds blindness. ...

Expertise can equally entrap. ...

 

The implication, as the Buddha pointed out, is that intelligence has to be at war with and suspicious of itself to be truly intelligent.' pp.120-121.

FIVE FUNDAMENTAL PRINCIPLES FOR EFFECTIVE COLLECTIVE INTELLIGENCE

'The first is the extent of what I call (1) autonomous commons of the intelligence in the system. By this I mean how much the elements of intelligence are allowed free rein, and not subordinated too easily to ego, hierachy, assumption, or ownership.' p.66. Chap. 5. Organizing Principles.

2. Balanced use of the capabilities of intelligence

3. Focus and the right granularity

4. Reflexivity and learning

5. Integration for action

 

'So a group is a we, but it is not just a scaling up of an I. How, then, should we think about the character of this we?' p.102. Chap. 9. The Collective.

 

Individual

|

      INTERPERSONAL    :     SCIENCES               

HUMANISTIC  --------------------------------------  MECHANISTIC      

 SOCIOLOGY  :    POLITICAL 

|

Group

EGO	HIERARCHY
ASSUMPTION	OWNERSHIP

  

n.b. With my emphasis.

 

Geoff Mulgan (2017) Big Mind: How Collective Intelligence Can Change Our World, Princeton University Press.

Image: Princeton University Press.

See also: 'AI' : 'group' : 'axes' : 'individual'

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Big Mind: How Collective Intelligence Can Change Our World