Gwu osa-36-slides-general-briefing (2012)


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An effort to help George Washington University get to a next level. This is the short briefing for the faculty & staff..

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  • My talk here was scheduled some time ago, and was going to be about my new book. I have posted that set of slides at . I abandoned those slides when Dr. Umpleby, our host, brought the Provost’s strategic planning process to my attention. First I answered all the questions for all the working groups. I have posted those answers at . Then I prepared this brief, which blends what I know with what the Provost needs to know. From where I sit, the Provost’s call comes down to three words: Real Estate, Relevance, and Rankings. If the Provost and the larger body of GW stakeholders will pay attention to this briefing, I am quite certain that GW can become the hub of a Smart Nation, the hub of the World Brain and Global Game, and the first to offer a PhD in Comprehensive Architecture.
  • My talk here was scheduled some time ago, and was going to be about my new book. I have posted that set of slides at . I abandoned those slides when Dr. Umpleby, our host, brought the Provost’s strategic planning process to my attention. First I answered all the questions for all the working groups. I have posted those answers at . Then I prepared this brief, which blends what I know with what the Provost wants to know. From where I sit, the Provost’s call comes down to three words: Real Estate, Relevance, and Rankings. If the Provost and the larger body of GW stakeholders will pay attention to this briefing, I am quite certain that GW can become the hub of a Smart Nation, the hub of the World Brain and Global Game, and the first to offer a PhD in Comprehensive Architecture.
  • I started the Open Source Intelligence (OSINT) fight in 1988 when I created the Marine Corps Intelligence Center, and realized that all the money we were spending on secret sources & methods was producing nothing of use to the Marine Corps. Since then I have been the foremost international proponent for the Open Source Agency that has been twice approved in principle by the Office of Management and Budget. All GW has to do is get the Secretary of State to ask for it—at the same time I believe that the Saudis and the JFK Center can come together to raise $600 million for the Potomac Plaza and two new buildings. If GW cannot seize this opportunity, these is nothing more to say – in my judgment this is the ONE THING GW can do to shine for the next hundred years – it makes everything else both possible and promising.
  • This is the academic side of my proposed solution. Given that the South-Central Campus has space for at least six new buildings, one of them housing the Open Source Agency and the other a Multinational, Multiagency, Multidisciplinary, Multidomain Information-Sharing and Sense-Making Centre (M4IS2), I can think of no greater initiative than to create the world’s first School of Future-Oriented Hybrid Governance, offering the world’s first PhD in Comprehensive Architecture—I designed this PhD and would like to be the first to earn it. The rest of these pieces fall into place along the axis from GW to the OSA to the Department of State to the US Institute of Peace.
  • I will be mentioning the eight tribes quite a bit, so I put this slide up front. Evidently I am the only person who is talking about the need to bring all eight tribes together, I have been doing this for over a decade and still today this is not happing. The Open Source Agency under diplomatic auspices that was first proposed in the 1960’s, and that actually made it on to pages 23 and 423 of the 9/11 Commission Report, is long over-due. It must be under diplomatic auspices, NOT a spy agency, and I believe it should take over the South-Central Campus and be an integral part of the future of GW. URL for OSA is .
  • Summarizing the Provost’s charges to the four working groups by their titles, what I believe we have is a mind-set challenge. My new book is my capstone work, and I believe that it provides both the philosophical and the intellectual framework for helping GW plan its reconstitution for the future. The essential elements are the commitment to Open Everything; respect for the Eight Tribes; adoption of a Strategic Analytic Model that makes all research relevant to both the ten high level threats to humanity and the twelve core policies; and a deeper commitment to actually being the National University than has been shown before.
  • In response to the many questions on globalization, I offer solutions that have not been considered before, or if considered, rejected. It is time for GW to move to an entirely new higher level of relevance and ranking, and I know how to make that happen. It demands that GW do the homework; create the long over-due Heritage and Horizons Colleges; create the World Brain Institute and Global Came and prototype Center for Public Intelligence; and that it leverage the three most powerful neighbors anyone could possible have, the Department of State, the Saudi Embassy, and the JFK Center for the Performing Arts.
  • In addressing these questions, I find it necessary to point out that policy is too often ignorant, ideological, and out of touch with both strategy and cost. If GW wants to make a difference, it must become the go to source for intelligence with integrity, not something that one can obtain anywhere else. It must teach the students how to discern truth, how to leverage all eight tribes for shared information and multicultural sense-making. Nothing we now use in the way of information technology is scalable, and much of it is very counter-productive. Big Data is multinational and multimedium. Only open source software and hardware will scale. Open Everything is the key, GW can be the first university in the USA to take that seriously.
  • We also know that stove-pipes are a means of protecting turf. What the Provost clearly sees is that these stovepipes are severely detrimental to GW’s relevance and rankings. We are graduating people who have learned how to memorize, take tests, and study old knowledge in isolation. I am quite certain that GW must centralize both hiring, and grant applications., the latter with a view to enabling disparate funding sources to nurture integrative multidisciplinary pioneering. I am equally certain that if GW is the catalyst for the real estate initiatives I have been championing for some time, that it will be able to design a new expanded national university that will one day be in the Top Ten of the USA, and perhaps—if the OSA and MDSC evolve as I hope—in the world.
  • I must confess that I initially dismissed this fourth working group. I was very wrong to do so. In the course of integrating my thoughts for this briefing that is responsive to the Provost, I have come to realize that this working group is, if anything, more important than the others. What do you teach a student to do when their government is lying to them every day? When corporations on public charters are lying to them every day? When the so-called mainstream media is lying to them every day? When a goodly number of the sources they have access to are English-language renditions with zero respect for the pain and suffering that has only appeared in other languages? Our Founding Fathers identified the informed engaged citizen as the heart of a democracy. I see huge value in making this working group the baselines for the other three working groups. This is the essence of “why” GW exists.
  • I feel I should set the stage for my discussion of solutions specific to the GW opportunity because I am all too often astonished as how few – including scholars – appreciate these realities. Apart from my structured education and life experience I am the #1 Amazon reviewer for non-fiction, reading in 98 categories easy accessed at Phi Beta Iota the Public Intelligence Blog. Our information environment is extremely dirty, and our dumb information technology that is not at all human or data centric, is part of the problem. We have no shared analytic tool-kit and we do not interact well among all eight tribes.
  • First, the fragmentation. I have practiced citation analysis since I was a freshman research assistant to one of the two Deans at Muhlenberg College, and I continue to be amazed at how few realize the value of this tool, or the degree to which knowledge has been fragmented. This is an actual depiction of all English language citations, with the hard sciences above and the soft stuff that is actually very hard, below. In the huge version that my colleague Dick Klavens created with others, it is possible to drill down—all the “hairs” on this beast are actually full term itemizations of each sub-discipline.
  • Our students and too many of our faculty are finding the Internet to be a panacea for their shortage of time, energy, and intellectual integrity. The reality is that very little of what is online can be found by online search. Google has programmable search engines, which Is code for showing you what someone else is paying for you to see, not a completely honest search as it should be. The deep web is not accessible via Google, nor is hard copy or analog mediums, nor human expertise that has not yet been published.
  • We also have deeply entrenched information pathologies, here I list a few, each of them also the title of the book. I would add Weapons of Mass Instruction to this list. Our schools are a disgrace, still in didactic rote memorization mode, with analog teachers completely out of touch with both the tools of learning and the mind-sets of the young.
  • I was critical earlier of information technology. This slide shows what machines are good at, versus what humans are good at. Our machines, like Google, are very large electronic waste baskets. They have not been optimized to help people think. At the same time, too many higher-ranking individuals across the eight tribes have forgotten how precious a thinking human can be.
  • This, in my view, is a typical student and a typical employee in today’s workforce. Later I will show the more positive alternative that GW can produce if it adopts my suggestions.
  • And now for my suggestions. I suppose I should mention that I have been thinking about all this since 1988, when I discovered how very little we get for what is today $80 billion a year for secret sources and methods. All of my books, with such titles as The New Craft of Intelligence, Information Operations, and Intelligence for Earth, are free online as well as being for sale at Amazon. In my view, GW needs to change its mind-set and get its faculty and students in touch with the eight tribes, the concept of bottom-up sense-making, and the urgency of adopting the strategic analytic model that allows all research to be relevant to the ten high-level threats to humanity and the twelve core policies.
  • This is a graphic I created in the 1990’s when I was Adjunct Faculty at the Marine Corps University, and was seeking to show the death of the industrial-era model of top down “because I said so” decision making, and the return of what was once common among Native Americans before the arrival of Christopher Columbus: bottom-up multi-cultural sense-making taking the long-view. A School of Future-Oriented Hybrid Governance that attracts faculty and students from all eight tribes, that teaches true cost economics and how to do intelligence with integrity, would in my view set GW apart and catalyze many others into taking similar initiatives.
  • I have been very unhappy with our $80 billion a year intelligence community for some time, but it was not until the High Level Panel on Threats, Challenge, and Change came out with its prioritized threats to humanity, on the vertical axis here, that I made the connection with my angst over the inadequacy of secret sources and methods in comparison to open, then multinational, then all possible sources and methods. This one slide is the essence of what I believe to be wrong with all governments, universities, non-profits, and corporations.
  • Here is another way of looking at all information. We must get a grip on all information in all languages all the time, and no one is structured to do that, even with a distributed network. China just created a completely new capability to do research in all languages except English. India just dumped Microsoft out of all of its universities and is migrating to open source everything precisely to make open data access possible at a hugely scalable level. No one else in the USA is thinking these thoughts. GW has an opportunity, right now, to leap forward.
  • This is the strategic analytic model in four dimensions. The first two consist of the ten high level threats to humanity and the twelve core policy areas. Everything is connected; all research and all teaching would benefit from recasting itself so as to be relevant in these terms. The third dimension is that of the eight demographic powers that are defining the future irrespective of what we do. GW can and should be the first to fully embrace all eight. Finally you have the eight tribes. It is foolish to think any university can be competent without embracing the other seven tribes, constantly, not just on occasion.
  • I will not spend a lot of time here. As a pioneer for open source and also commercial intelligence for the past two decades, I never cease to be amazed as how ignorant people are willing to be. Most organizations are stuck in Quadrant I and afraid of Quadrant II. Most refuse to be serious about Quadrant III, and none that I know of come anywhere near Quadrant IV, which was defined in the 1960’s in a book by Harold Wilensky. GW could become the one university that pioneers full man-machine human-centric future-oriented information integration and multinational sense-making.
  • This is the kind of faculty member we should be striving to hire, and the kind of student – and future leader and contributor – we should be producing.
  • I was inspired some years ago by a book that confirmed by personal view that women have smaller egos and higher intuition, but it also showed me that they have a different moral compass—they are more compassionate, where men tend to be more about black and white justice. The subtitle to my last book is clarity, diversity, integrity, & sustainability. What most do not realize is that human diversity, as with ecological diversity, is our most precious seed corn – diversity is the foundation for insight and innovation. Diversity is also a great deal more than about race, gender, or religion. Here is a chart I borrowed, the first chart I have found that captures the fullness of diversity options. EVERYONE matters, especially the most under-privileged.
  • As you contemplate this graphic, think about what we teach in typical undergraduate course. Instead of Seek we teach memorize; instead of Sense we teach memorize; instead of Share we teach regurgitate. We have lost the ability to instill wonder, and this is a very sad follow-on to a public school system that eradicates creativity from most children – taught to sit still for hours on end – and when they resist, we drug them. I like this slide. I want to see us get to this soon.
  • We are also failing to teach students how to balance group effort and what my colleague Jan Herring, the National Intelligence Officer for Science & Technology in the 1970’s, put forward as a guide to how we should invest our time (energy) and money. I would like to see the university create a hive mind, a smart hive, in which students learn to play different roles across all four of these levels, and with respect to all threats, all policies, all topics. We do not teach how to “do” in my view, nor do we teach anything holistically.
  • I put this slide in because I realize how important and generally successful GW has been with its health education program. I created this for a Health 2.0 session, and it makes at least three points worth mentioning here: First, it the discussion is not patient and family centric (or in other settings, student and group centric), then it is mis-oriented. Second, there are FOUR vital components to assuring health, three of them severely neglected by the design of our economy, politics, and society. Finally, how we share information and how we make sense across the various boundaries, makes a difference. 50% of every remediation dollar is waste; getting rid of that waste is complex, and could be a challenge that would take GW to a level of excellence and innovation no one else has achieved.
  • I played a very small role in the recent Papal pronouncement on how science and religion both seek the truth, and how corruption is the greatest threat to humanity. The single regret I have from an otherwise stellar undergraduate education is that I dismissed the religion requirement with a single independent study semester. I also was not offered any integrative option that connected science with the humanities / philosophy, and religion. We are now finding that beyond quantum physics lies quantum consciousness. There are frontiers here that GW could and should be exploring.
  • Stung my criticism from my colleagues, accusing me of pressing forward with Open Source Intelligence solely to embarrass them for the paucity of what they produced with secret sources and methods, I thought long and hard about the why and the how of information operations, decision-support (the civilian word for intelligence), and the point of civilization. This is what I came up with. I believe that in combination with my graphic on intelligence maturity, it shows a clear scale, a clear set of steps that any university can use to advance inter-disciplinary teaching and research while making a huge difference in their city, country, and globe.
  • Now I start my final seven slides on solutions that GW can integrate into its planning for the future. This particular slide is one of the core slides in the new book, THE OPEN SOURCE EVERYTHING MANIFESTO: Transparency, Truth & Trust, but the book is more about the human mind and human condition than about technology. For now, I will just say that one cannot have a Smart Nation or a World Brain without being able to share all information in all languages with all minds – and this is not possible with any combination of proprietary technologies. We are at least a decade past due in creating an autonomous Internet and a full-up multinational multidisciplinary analytic tool-kit as well as open standards for data access in all its forms. This translates into engineered resilience.
  • Earlier we saw the fragmentation of knowledge. I have spent the past decade learning from others about collective intelligence, appreciative inquiry, deliberative dialog and so on. In an earlier life I spent time studying artificial intelligence, cognitive science, and very very expensive technical collection and processing capabilities. If GW agrees to create the World Brain Institute and Global Game, this shows how the humanities would surge through Collective Intelligence practices, while the sciences surge in with new forms of cognitive science, neuro-economics being the latest to come to my attention.
  • I was well-off before the various bubbled burst, and used my excess funds to create a non-profit, Earth Intelligence Network. For two years 24 people worked together to create the architecture for a World Brain and a Global Game. I am satisfied that the people I have identified and the concepts we have developed are immediately implementable at a cost of no more than $5 million a year. Policy without intelligence is ignorant; policy in isolation from all other policies is counterproductive; and policy that is not harmonized with the eight tribes and many nations is wasteful and unlikely to achieve the desired outcome.
  • The US Government has for some time been responsible for 25% of the waste across the entire planet, and for doing many things in our name and at our expense that are at best questionable and at worst a deliberate betrayal of the public trust. I believe we are at a turning point in history. The US has become a third world country in many respects, and the divide between the 1% and the 99% is both shameful and evidently contrived. What we can do to rescue our own country is to get back in touch with the truth and with true cost economics. What we can do for the rest of the world is develop a global network for harmonizing information and intelligence so as to be able to harmonize in the most constructive way possible how the eight major demographics proceed.
  • It is now possible, and especially so if key countries such as China, India, and Malaysia (and in my own mind, Iran and Turkey as well as Venezuela), to create a global online Range of Needs Table at the item or household level+ Using cell phones to enter “peace targets,” and using call centers as needed to manage the national, regional, and global “tables,” it is now possible to both harmonize organizational giving, and to provide a means for the one billion rich to give to the five billion poor at a $1 to $100 level+
  • For some time I have wanted to earn a PhD but I have found all offering to be wanting. The PhD’s offered in global public policy, or in national public policy, are disconnected from reality, from method, and from the public interest. Buckminster Fuller gave the name to what I want to do: Comprehensive Architecture. Russell Ackoff defined the practice, Reflexive Practice, which boiled down to its essence means “stop doing the wrong thing righter, and instead do the right thing.”
  • With humility, and high hopes for your success, I end with seven steps that I am certain will lead GW to a brilliant future. Of course I would like to be a part of the team that creates that future. Many of us have labored for twenty years to arrive at this day and this time and this place: the Open Source Agency is not possible without the Secretary of State, and I cannot reach the Secretary of State without GW. The future of GW, in my view, is unaffordable and unsustainable on its present course. I would like to see these ideas survive in the working groups, and briefed to the Board of Trustees in June. In April it is my hope the Provost will take the initiative to assure a briefing reaches the Secretary of State, and to begin the dialog with Saudi Arabia and the JFK Center. You can do this. I know how, but only you can make this go.
  • This is the future. You have to want it. Thank you for hearing me out.
  • Gwu osa-36-slides-general-briefing (2012)

    1. 1. GW’s Future One Outsider’s OpinionREAL ESTATE RELEVANCE RANKINGS Robert David STEELE University Seminar Thursday 15 March 2012
    2. 2. THE FUTURE OF GEORGE WASHINGTON UNIVERSITY 3 Big Ideas 3 Big ChallengesREAL ESTATE: Capture South-CentralCampus and Inspire Potomac Plaza BuildRELEVANCE: Create World Brain Institute,Global Game, Host Open Source AgencyRANKINGS: BE the National University andHub of a Smart Nation, BE the hub of theWorld Brain and Global Game
    3. 3. GAME PLAN 2012-2015 2 1SecState asks for OpenSource Agency on SouthCentral CampusSaudis and JFK Center raisefunds for two newbuildings and Potomac 1Plaza ($600M estimate)+ 2GW as hub for design teamincluding all stakeholdersTwo New Buildings for GWU Center for Cultural & Religious n addition to plaza connectingGW to the river, JFK Center, and South-Central Campus 1) Cultural & Religious Studies (Saudilead)
    4. 4. PhD in Comprehensive Architecture
    5. 5. GW PROVOST: 4 Robert DavidSets of Questions Steele: 4 Sets of Answers• Globalization• Governance & • Open EverythingPolicy • Eight Tribes,• Innovation with Integrate EverythingInterdisciplinary • Strategic AnalyticCollaboration Model Harmonizes• Citizenship & Global / Local SharingLeadership • BE the National
    6. 6. Globalization• Capitalizing on research all over the world – Recognize the total fragmentation of knowledge – Do the homework – Elsevier citation analytics• Preparing students for a global society – Heritage College: ethics, analytics, religious studies – Horizons College: 8 tribes, whole systems solutions• Disseminating GW research all over the world – Create World Brain Institute, Global Game – Create prototype Center for Public Intelligence• Restructuring GW as an institution? – Secretary of State to demand Open Source Agency – GW, JFK, Saudis raise funds for Potomac Plaza
    7. 7. Governance & Policy• Translating policy relevance into research – Policy is out of touch with any model or true costs – BE the national university with the model & facts• Building a policy-relevant educational experience – Teach the students how to create public intelligence – Teach the students how everything is connected• Advancing new models of hybrid governance – BE the hub for eight tribes, World Brain, Global Game – Create the open source everything tools & network• Strengthening GW’s position on policy deliberation – BE the lead university for the Open Source Agency – BE the lead university for the Multinational Decision- Support Centre
    8. 8. Interdisciplinary Innovation• Sponsored interdisciplinary collaboration – Do the homework – pay for Elsevier citation analytics – Adopt the model—work on ten high level threats• Preparing students for an interdisciplinary world – Deeply impress on students the model, true costs – Use online options to connect all courses• Promoting an interdisciplinary culture – Centralizing hiring at university level, end school silos – Centralize grant applications, harmonize applications• Enabling interdisciplinary collaboration at GW – Clean-sheet evaluation of all existing buildings and how used – Leverage the Potomac Plaza building as the prestige location for University Professors who lead TEAMS
    9. 9. Citizenship & Leadership• Expanding research on citizenship & leadership – The truth at any cost lowers all other costs – Integrate sciences, religions, & philosophies• Fostering citizenship & leadership skills – Learn to question authority by discerning the truth – Future-proof the university – walk the walk• How can GW be a better citizen of DC and USA? – Future-proof the District of Columbia – Be the National University and hub for Smart Nation• What institutional changes are needed? – Learn how to do Open Space conferences and do many – Commit to Open Everything, adopt these ideas as a whole
    10. 10. REAL-WORLD CHALLENGES• Fragmentation of knowledge• Missing information• Information pathologies• Excessive reliance on “dumb” IT• Absence of information sharing standards• Absence of shared open analytic tool-kit• Absence of “eight tribes” networking
    11. 11. REAL-WORLD SOLUTIONS• Change the GW mind-set to focus on eight tribes, bottom-up integrated knowledge, and BE the national university as well as the HUB of the World Brain and Global Game• Focus all teaching and research on relevance to the ten high-level threats to humanity – use shared information to harmonize policies, tribes, and outcomes• Off the first PhD on future-oriented hybrid governance that leverages diversity in all forms
    12. 12. Headquarters/Field Seniority Management Status Military Life Experience Country Experience Knowledge Mental Physical Family Ability Ability Work Pay Status Style Sexual Age UnionScale Orientation Religion Gender Education AffiliationGroup Race Identity* Language Income Gender Ethni city Work Personal Experience Habits Job Work Communication Title Location Style Department/Unit/Group * Psychological versus Biological
    13. 13. All those with a need, however miniscule All those with something to give Cluster of Ha rm Medical NeedsCluster of on izeFood Need dG ivinOver Time g Peer to peer Time-Phased giving Harmonized Giving ng Ti m iviW e& G ks Cluster of , M Spa d ize os c Clothing Need , Y e Re rg an rs, lat O De ion ca s de s Powered by Zero Waste Mind-Sets, Enabled by Ubiquitous Information Access Benefit #1: On Demand Precision Giving Benefit #2: Elimination of Overhead Benefit #3: Harnesses Giving of Billion Individuals Who Do Not Give Now Figure 14: Global Range of Gifts Table Illustrated Making a Difference 21: Influence How OTHERS Spend
    14. 14. PhD in Comprehensive Architecture Accounting, Statistics, & True Cost Forensics + Administration & Organizational Design + Anthropology & Sociology + Co-Creation & Co-Intelligence Methods & Tools + Collective Intelligence & Cognitive + Science + Commercial Intelligence Sources & Methods + Cultural Intelligence Sources & Methods + Decision Support Sources & Methods + EarthGame & Serious Games for Change + Earth Sciences & Economics + Emerging Markets & Bottom-Up Capitalism + Foreign Studies (Brazil, China, India, etcetera) + Geospatial Design, Science, & Technologies + Global Gift Intelligence Sources & Methods + Health Intelligence Sources & Methods + Human Cognition & Psychology + Information Operations + Innovation & Applied Technologies + Peace Intelligence Sources & Methods + Theory of Change, Paradigms, & Revolution
    15. 15. 7 Steps to a Brilliant Future1. Invite me to brief the Provost & others2. Schedule meeting with Secretary of State to get the Open Source Agency ($125M first year, toward $2B per year)3. Schedule meeting with the Saudi Embassy and JFK Center to get the Potomac Plaza fund-raising campaign going+4. Create multiple Open Space conferences among all stakeholders including real estate neighbors and eight tribes5. Establish a separate fifth working group on information technology and training6. Establish a sixth internal cell to support Provost in studying the over-all real estate design of the university, and how to make the most of three new buildings with related parking7. Adopt as a general mind-set the goal of creating graduates that are deeply steeped in ethics and openness, who understand holistic analytics, true cost economics, and the eight tribes+
    16. 16. Robert David STEELE Vivasrobert+david+steele+vivas@gmail+com