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Achieving Collective Intelligence: A Thinker's Guide on Why We Need to Think Less
 

Achieving Collective Intelligence: A Thinker's Guide on Why We Need to Think Less

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My keynote at the GEO (Grantmakers for Effective Organizations) Learning Conference on June 6, 2011 at the Tremont Grand in Baltimore, MD. Full notes available at: ...

My keynote at the GEO (Grantmakers for Effective Organizations) Learning Conference on June 6, 2011 at the Tremont Grand in Baltimore, MD. Full notes available at: http://packard-foundation-oe.wikispaces.com/GEO+Learning+2011+-+Achieving+Collective+Intelligence

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    Achieving Collective Intelligence: A Thinker's Guide on Why We Need to Think Less Achieving Collective Intelligence: A Thinker's Guide on Why We Need to Think Less Presentation Transcript

    • Achieving Collective Intelligence   A Thinker's Guide on Why We Need to Think Less   Eugene Eric Kim <eekim@blueoxen.com> GEO Learning Conference June 6, 2011
    • My Story
    • Actually famous Not quite famous
    •  
    •  
    • Collective Intelligence
    • 1 + 1 > 2
    •  
    •  
    •  
    •  
    •  
    •  
    • Could you have done this exercise as well or better by yourself ?
    • Could you have done this exercise as well or better with five people here of your choice ?
    • Could you have done this exercise as well or better with any  five people of your choice ?
    • How would your answers change if there were 1,000 cards?
    • How would your answers change if there were 1,000,000 cards?
    • 1 + 1 > 10?
    • 1 + 1 > 100?
    • 1 + 1 > 1,000,000?
    • Reed's Law
      • The value of networks scales exponentially with the size of the network.
    • Brooks's Law
      • Adding people to a complex project makes it take longer.
    • Network Potential Network Friction
    • We Want Reed to Win!
    •  
      • Certainty
      • Predictability
      Wicked Problems
    • The most important capability in a collectively intelligent system is its ability to learn and improve
    •  
    • What role could philanthropy play to harness collective intelligence for social impact? Is philanthropy maximizing its own collective intelligence?
    • Vision Is there alignment around a shared vision?
    • Vision Is there alignment around a shared vision? Is there visible feedback of progress towards the vision?
    • Space Is there shared, delightful space in which to connect and work?
    • Space Is there shared, delightful space in which to connect and work? Is the space designed to encourage emergence?
    • Practice Are there rapid feedback loops of action and learning?
    • Practice Are there rapid feedback loops of action and learning? Is the collective adapting quickly and skillfully to change?
    • Philanthropists as Funders Many of the structural challenges with philanthropy are a result of a funder's worldview .
    • Philanthropists as Change Agents
    •  
    • Your most powerful tools are your knowledge and your power to convene .
    • Money as Currency
    • Money as Currency
    • Knowledge as Currency
    • Knowledge as Currency
    • How aggressively are you giving away your knowledge?    
    • How aggressively are you giving away your knowledge?     What's  stopping you?
    • It takes courage to act in the face of structural resistance.
    • My Ask
    • Aggressively practice giving away your knowledge.
    • http://packard-foundation-oe.wikispaces.com/
    • Be bold!
    • Acknowledgements
      • Thanks to Kathleen Enright and her staff at GEO for their invitation to speak and their willingness to play! Thanks to Kristin Cobble, Eugene Chan, and H. Jessica Kim for their critical feedback.
      • Many thanks to Amy Wong <http://wordsdesign.com/> for her delightful illustrations!
      • My Information
      • [email_address]
      • http://blueoxen.com/
      • @eekim on Twitter
      • http://www.slideshare.net/eekim/