Collective intelligence is the capacity of groups to make good decisions—to choose what to do, and who to do it with—through both human and machine capabilities. The ways intelligence is organized are fractal in nature with similar patterns occurring on multiple scales, from groups of friends to organizations and whole societies. Understanding how we work together has been a central concern of social science for several centuries. Some mechanisms allow individual choices to be aggregated in a socially useful way requiring no conscious collaboration or shared identity. This is the logic of the invisible hand of the market and some of the recent experiments with digital collective intelligence like Wikipedia. In other cases (such as communes, friends on vacation, or work teams), there is the conscious mutual coordination of people with relatively equal power, which usually involves a lot of conversation and negotiation. In others (for instance, big corporation like Google or Samsung, ancient Greek armies, or modern global NGOs), hierarchy organizes cooperation.
“Freestyle chess is just one example of what Geoff Mulgan calls “collective intelligence” in his new book Big Mind, which lays out various hopeful visions of future human-machine co-operation. At the same time, it raises many awkward questions about why modern institutions, stacked with clever people and overflowing with useful data, are so often prone to collective intelligence failures, from some of the policy decisions that led up to this year’s Grenfell Tower fire in London to the run-in to the financial crisis a decade ago.”— Financial Times
Whenever someone makes a decision and tries to be reasonable and restrained, the brain is awash in feelings, driven by its inexplicable passions. These emotions secretly influence our judgment. Naturally, these feelings sometimes can lead us astray and cause us to make all sorts of predictable mistakes. To make good decisions, God
Engaging the reader in a lively conversation about how we think, Kahneman reveals where we can and cannot trust our intuitions and how we can tap into the benefits of slow thinking. He offers practical and enlightening insights into how choices are made in both our business and our personal lives-and
We tend to think that when we make our own decisions, we do them fairly. We think that we understand the way our minds work and that we are the ones in control. But psychologists beg to differ. In this summary of Mahzarin R. Banaji and Anthony G. Greenwald book, Blindspot,
A revolutionary challenge to the widely held notion that intelligence is a single general capacity possessed by every individual to a greater or lesser extent. First published in 1983, Gardner's trailblazing book revolutionized the worlds of education and psychology by positing that rather than a single type of intelligence, we have
The strategies adopted by governments and public officials can have dramatic effects on people’ live. Packed with examples, and shaped by the author’s practical experience, the book shows that governments which give more weight to the long-term are not only more likely to leave their citizens richer, healthier, and safer; they’re
The recent economic crisis was a dramatic reminder that capitalism can both produce and destroy. It's a system that by its very nature encourages predators and creators, locusts and bees. But, as Geoff Mulgan argues in this compelling, imaginative, and important book, the economic crisis also presents a historic opportunity to