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IB BOOTSTRAP INSTITUTE
1
Bootstrapping Our
Collective Intelligence
Bootstrapping Our
Collective Intelligence
Douglas C. Engelbart
BOOTSTRAP INSTITUTE
http://www.bootstrap.org
Turing Lecture
CSCW’98 Seattle, Wa.
Nov. 16, 1998
IB BOOTSTRAP INSTITUTE
2
Exploding Rate and Scale
of Change
Time
RateandScaleofChange
External
Environment
Organizations
IB BOOTSTRAP INSTITUTE
3
– And more ...
– Vicious cycle of urgency and complexity
– Wrenching, global change
– And more ...
Exploding Rate and Scale
of Change
• Problems
– Boosting our capacity to keep improving
• Opportunities
– Boosting our capacity for effective collective action
IB BOOTSTRAP INSTITUTE
4
Co-Evolution
Frontier
Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Collective
Intelligence
IB BOOTSTRAP INSTITUTE
5
Co-Evolution
Frontier
Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Collective
Intelligence
Co-Evolution
Frontier
IB BOOTSTRAP INSTITUTE
6
Organizational Capability
Comes From …
FacilitiesParadigms
Media
Tools
Machinery
Vehicles
Organization
Procedures
Methods
Learning
Customs
Language
Skills
Knowledge
Attitudes
Etc.
HUMAN SYSTEM TOOL SYSTEM
Basic Genetic Human Capabilities
IB BOOTSTRAP INSTITUTE
7
Capabilities Augmented Via
Co-Evolution of Human and Tool Systems
HUMAN SYSTEM TOOL SYSTEM
Paradigms
Organization
Procedures
Methods
Learning
Customs
Language
Skills
Knowledge
Attitudes
Facilities
Media
Tools
Machinery
Vehicles
Etc.
Basic Genetic Human Capabilities
IB BOOTSTRAP INSTITUTE
8
Capabilities Augmented Via
Co-Evolution of Human and Tool Systems
HUMAN SYSTEM TOOL SYSTEM
Paradigms
Organization
Procedures
Methods
Learning
Customs
Language
Skills
Knowledge
Attitudes
Facilities
Media
Tools
Machinery
Vehicles
Etc.
Basic Genetic Human Capabilities
IB BOOTSTRAP INSTITUTE
9
Capabilities Augmented Via
Co-Evolution of Human and Tool Systems
HUMAN SYSTEM TOOL SYSTEM
Paradigms
Organization
Procedures
Methods
Learning
Customs
Language
Skills
Knowledge
Attitudes
Facilities
Media
Tools
Machinery
Vehicles
Etc.
Basic Genetic Human Capabilities
IB BOOTSTRAP INSTITUTE
10
Your Org??
The World’s Organizations in
Human-Tool Space
Tool System Utilization
HumanSystemDevelopment
20 Years
20Years
Anticipatable
Today
1
IB BOOTSTRAP INSTITUTE
11
Co-Evolution Frontier:
“Advanced” View
20 Years
20Years
Anticipatable
Today
2
Tool System Utilization
HumanSystemDevelopment
IB BOOTSTRAP INSTITUTE
12
• Nanotechnology -- inevitable; for instance,
what you’ll be able to hold in your hand
– in the way of speed and storage
– as much as now exists in the whole of …?
• How about surgically implanted personal
computers?
• Large teams of intelligent agents which you
utilize with practiced skill ...
Rate and Scale of Change --
More thoughts about it:
IB BOOTSTRAP INSTITUTE
13
Co-Evolution Frontier:
Probable View
20 Years
20Years
3
Anticipatable
Today
Tool System Utilization
HumanSystemDevelopment
IB BOOTSTRAP INSTITUTE
14
Outposts on the
Co-Evolution Frontier
20 Years
20Years
Anticipatable
Today
Tool System Utilization
HumanSystemDevelopment
IB BOOTSTRAP INSTITUTE
15
Going After the Opportunities
Collective
Intelligence
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Collective
Intelligence
Co-Evolution
Frontier
Co-Evolution
Frontier
IB BOOTSTRAP INSTITUTE
16
Going After the Opportunities
Collective
Intelligence
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Co-Evolution
Frontier
Collective
Intelligence
Collective
Intelligence
IB BOOTSTRAP INSTITUTE
17
… depend on
collective knowledge
People Working Together
Mtg
Records
Plans
Reports
Intel
Commentary
Rationale
Proposals
Email
Contracts
Lessons
Learned
Source
Code
IB BOOTSTRAP INSTITUTE
18
Collective Intelligence in Action
IB BOOTSTRAP INSTITUTE
19
Core Capabilities for
Collective Intelligence
Concurrent
Development
Integration and
Application of
Knowledge
Well beyond the current publish/consume paradigm
“CoDIAK”
IB BOOTSTRAP INSTITUTE
20
Requirements for OHS -- an
Open Hyperdocument System
• To facilitate collaboration, coordination,
and collective action (“real work”)
• To capture, integrate, and manage the
emerging heterogeneous knowledge
• To enhance access, maneuverability, and
(re)utilization
• Scaleable, interoperable across domains
OHS - the critical missing piece
Reference http://www.bootstrap.org/ohs
IB BOOTSTRAP INSTITUTE
21
Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Co-Evolution
Frontier
Collective
Intelligence
Collective
Intelligence
Collective
Intelligence
IB BOOTSTRAP INSTITUTE
22
Collective
Intelligence
Co-Evolution
Frontier
Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
ABCs of
Improvement
IB BOOTSTRAP INSTITUTE
23
• B Activity - improves
product cycle time and
quality
• A Activity - serves the
customer
• C Activity - improves
improvement cycle time
and quality
Customer
Organization
H T
A Core
Business Activity
B Improves
A Capability
C Improves
B Capability
Readying the Organization for
Frontier Penetration
IB BOOTSTRAP INSTITUTE
24
Tool System Utilization
HumanSystemDevelopment
20 Years
20Years
Anticipatable
Today
ABCs of the Organization’s
Frontier Penetration
• Cs Scout -- what’s out there
(opportunities, threats, ...),
mapping strategic directions,
learning how to move in this
space, coaching the Bs, ...
• Bs Move ‘em Out --
picking the path, moving the
organi-zation
improving faster, better, cheaper, more ...
IB BOOTSTRAP INSTITUTE
25
Customer
Organization
A
B
C
Improvement
Communities
Collective
Intelligence
Going After the Opportunities
Co-Evolution
Frontier
Bootstrapping
ABCs of
Improvement
ABCs of
Improvement
IB BOOTSTRAP INSTITUTE
26
Improvement
Communities
Collective
Intelligence
Going After the Opportunities
Co-Evolution
Frontier
ABCs of
Improvement
Bootstrapping
Improvement
Communities
IB BOOTSTRAP INSTITUTE
27
Look for Other Organizations on the
Frontier Heading the Same Way . . .
. . . i.e. improving a similar set of capabilities
H T
B
Customers
C
A
Org 1
Customers
C
Customers
C
...
H TH T
A
Org 2
BB
A
Org n
IB BOOTSTRAP INSTITUTE
28
H T
B
Customers
C
A
Org 1
Customers
C
Customers
C
...
H TH T
A
Org 2
BB
A
Org n
Join Forces in an
Improvement Community
• Common challenges, issues, requirements
• Share advice, strategies, lessons learned“C” Community
Each “C” member actively serves his/her respective B initiatives
IB BOOTSTRAP INSTITUTE
29
Networked Improvement Community (“NIC”)
Sharing risk, cost, knowledge, experience
Actively Pushing its Collective IQ Envelope
• Common challenges , issues, requirements
• Share advice, strategies, lessons learned
H T
B
Customers
C
A
Org 1
Customers
C
Customers
C
...
H TH T
A
Org 2
BB
A
Org n
“C” Community
• Common challenges, issues, requirements
• Share advice, strategies, lessons learned
• Investigate, build intelligence collections
• Provide exemplary collaborative website
• A rich test bed for experimentation, pilots
Recorded
Dialog
Intelligence
Collections
Knowledge
Products
IB BOOTSTRAP INSTITUTE
30
CCC
Member
Orgs
Member
Orgs
Member
Orgs
The Bootstrap Alliance - a “MetaNIC”
NICs collectively improving their NIC capabilities.
H T
A
B
H T
A
B
H T
A
B
...NIC 1 NIC 2 NIC n
• Common challenges, issues, requirements
• Share advice, strategies, lessons learned
• Investigate, build intelligence collections
• Provide exemplary collaborative website
• A rich test bed for experimentation, pilots
Recorded
Dialog
Intelligence
Collections
Knowledge
Products
IB BOOTSTRAP INSTITUTE
31
CCC
A
B
A
B
A
B
...
NIC 1 NIC 2 NIC n
ABCs of
Improvement
Going After the Opportunities
Collective
Intelligence
Co-Evolution
Frontier
Bootstrapping
Improvement
Communities
Improvement
Communities
IB BOOTSTRAP INSTITUTE
32
ABCs of
Improvement
Going After the Opportunities
Collective
Intelligence
Co-Evolution
Frontier
BootstrappingBootstrapping
Improvement
Communities
IB BOOTSTRAP INSTITUTE
33
Look for High
“Bootstrapping Index”*
• Common challenges, issues, requirements
• Share advice, strategies, lessons learned
• Investigate, build intelligence collections
• Provide exemplary collaborative website
• A rich test bed for experimentation, pilots
* I.e. whose B output offers leverage to the C Community
Recorded
Dialog
Intelligence
Collections
Knowledge
Products
CCC
Member
Orgs
Member
Orgs
Member
Orgs
H T
A
B
H T
A
B
H T
A
B
...NIC 1 NIC 2 NIC n
IB BOOTSTRAP INSTITUTE
34
Customer
Organization
A
B
C
Improvement
Communities
Going After the Opportunities
ABCs of
Improvement
Collective
Intelligence
Co-Evolution
Frontier
BootstrappingBootstrapping
IB BOOTSTRAP INSTITUTE
35
Bootstrap Alliance, U.S.
Current Participants
(partial list)
• Sun Microsystems
• Educational Testing Service
• NTT Multimedia Laboratory
• Fuji Xerox
• US General Services
Administration
• US National Security Agency
• Santa Clara Univ. (CSTS)
• Stanford Univ. (CSLI, SLL)
• Development Alternatives, Inc.
• ACM SIG Web, SIG CHI
• National School Boards
Association
• Rush Medical Center
• Institute for the Future
• SRI International
• Morino Institute
• National Science Foundation
IB BOOTSTRAP INSTITUTE
36
Open-Source Pursuit of CoDIAK
and OHS
• Need participatory communities actively
involved with using and improving both
CoDIAK and OHS.
• Need initial framework for the hyperdocument
architecture.
• Need initial framework for the functional tool
systems.
• Need basic organizational framework for
coordination and governance.
IB BOOTSTRAP INSTITUTE
37
About High-Performance Teams
• Explicitly recruited, equipped and trained, as though
for competetive performance assessments.
• No limit to the unusual ways in which their
fundamental sensory, perceptual, cognitive, motor
capabilities are trained, conditioned and harnessed.
• Strategically, seems best at first to be engaged as
SUPPORT TEAMS -- providing special services to
larger teams operating in “current mode.”
IB BOOTSTRAP INSTITUTE
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A Key Utilization for
High Performance Support Teams
• Support a larger, “conventionally capable”
community, organization, or project team.
• Facilitate the CoDIAK processes associated with
developing and maintaining its Dynamic
Knowledge Repository.
• Special strategic value if HPASTs focus on the
CoDIAK “Integration” processes, toward making
significant improvements in the effectiveness for
“very heavy types of collective knowledge work.”
IB BOOTSTRAP INSTITUTE
39
Multi-Class UIS
for Serious Frontier Penetration
• The High-Performance Support Teams need to
operate over the same Knowledge
Repositories as their supported communities.
• “Pedestrian Users” use their level of UIS class,
and are encouraged to gain knowledge and
skill to move up to higher-level UIS classes.
• Richer properties provided in hyperdocument
standards may remain invisible until a user
graduates to appropriate higher level.
• Similar with application functionality.
IB BOOTSTRAP INSTITUTE
40
University HPSTs -- label it
“High Performance Scholarship”
• Keeping the core “Textbook / Handbook” for a
given discipline updated. Totally. Monthly.
• Then weekly?
• Then Daily?
• These are for-real future possibilities.
• Who is going to help most to get there?
IB BOOTSTRAP INSTITUTE
41
Co-Evolution
Frontier
Collective
Intelligence
Improvement
Communities
Putting it All Together
Steps
You Can
Take
ABCs of
Improvement
Bootstrapping
IB BOOTSTRAP INSTITUTE
42
What more natural leader here than
a NIC of selected ACM SIGs??
CCC
Customer CustomerCustomer
H T
A
H T
A
H T
A
B
...
• Common challenges, issues, requirements
• Share advice, strategies, lessons learned
• Investigate, build intelligence collections
• Provide exemplary collaborative website
• A rich test bed for experimentation, pilots
How about? CHI, GROUP, WEB, IR, …?
B B
Quality Learning KM
Recorded
Dialog
Intelligence
Collections
Knowledge
Products
IB BOOTSTRAP INSTITUTE
43
Potential: Augmenting Society’s
Improvement Infrastructure
Co-Evolution
Collective
Intelligence
Bootstrapping
Co-EvolutionCo-Evolution
Bootstrapping
Collective
Intelligence
Improvement
Communities
ABCs of
Improvement
IB BOOTSTRAP INSTITUTE
44
Co-Evolution
Collective
Intelligence
Bootstrapping
Co-Evolution
Bootstrapping
Collective
Intelligence
Improvement
Communities
ABCs of
Improvement
IB BOOTSTRAP INSTITUTE
45
For more information see:
http://www.bootstrap.org
The End
IB BOOTSTRAP INSTITUTE
46
Bootstrapping Our
Collective Intelligence
RECAP:
Study Aid – Summary slides assembled
for learner’s convenience after the lecture
was presented.
IB BOOTSTRAP INSTITUTE
47
Exploding Rate and Scale
of Change
Time
RateandScaleofChange
External
Environment
Organizations
IB BOOTSTRAP INSTITUTE
48
– And more ...
– Vicious cycle of urgency and complexity
– Wrenching, global change
– And more ...
Exploding Rate and Scale
of Change
• Problems
– Boosting our capacity to keep improving
• Opportunities
– Boosting our capacity for effective collective action
IB BOOTSTRAP INSTITUTE
49
Going After the Opportunities
Collective
Intelligence
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Collective
Intelligence
Co-Evolution
Frontier
Co-Evolution
Frontier
IB BOOTSTRAP INSTITUTE
50
Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Co-Evolution
Frontier
Collective
Intelligence
Collective
Intelligence
Collective
Intelligence
IB BOOTSTRAP INSTITUTE
51
Customer
Organization
A
B
C
Improvement
Communities
Collective
Intelligence
Going After the Opportunities
Co-Evolution
Frontier
Bootstrapping
ABCs of
Improvement
ABCs of
Improvement
IB BOOTSTRAP INSTITUTE
52
CCC
A
B
A
B
A
B
...
NIC 1 NIC 2 NIC n
ABCs of
Improvement
Going After the Opportunities
Collective
Intelligence
Co-Evolution
Frontier
Bootstrapping
Improvement
Communities
Improvement
Communities
IB BOOTSTRAP INSTITUTE
53
Customer
Organization
A
B
C
Improvement
Communities
Going After the Opportunities
ABCs of
Improvement
Collective
Intelligence
Co-Evolution
Frontier
BootstrappingBootstrapping
IB BOOTSTRAP INSTITUTE
54
Co-Evolution
Frontier
Collective
Intelligence
Improvement
Communities
Putting it All Together
Steps
You Can
Take
ABCs of
Improvement
Bootstrapping
IB BOOTSTRAP INSTITUTE
55
Potential: Augmenting Society’s
Improvement Infrastructure
Co-Evolution
Collective
Intelligence
Bootstrapping
Co-EvolutionCo-Evolution
Bootstrapping
Collective
Intelligence
Improvement
Communities
ABCs of
Improvement

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NEW Engelbart Turing Lecture at CSCW'98

  • 1. IB BOOTSTRAP INSTITUTE 1 Bootstrapping Our Collective Intelligence Bootstrapping Our Collective Intelligence Douglas C. Engelbart BOOTSTRAP INSTITUTE http://www.bootstrap.org Turing Lecture CSCW’98 Seattle, Wa. Nov. 16, 1998
  • 2. IB BOOTSTRAP INSTITUTE 2 Exploding Rate and Scale of Change Time RateandScaleofChange External Environment Organizations
  • 3. IB BOOTSTRAP INSTITUTE 3 – And more ... – Vicious cycle of urgency and complexity – Wrenching, global change – And more ... Exploding Rate and Scale of Change • Problems – Boosting our capacity to keep improving • Opportunities – Boosting our capacity for effective collective action
  • 4. IB BOOTSTRAP INSTITUTE 4 Co-Evolution Frontier Going After the Opportunities ABCs of Improvement Improvement Communities Bootstrapping Collective Intelligence
  • 5. IB BOOTSTRAP INSTITUTE 5 Co-Evolution Frontier Going After the Opportunities ABCs of Improvement Improvement Communities Bootstrapping Collective Intelligence Co-Evolution Frontier
  • 6. IB BOOTSTRAP INSTITUTE 6 Organizational Capability Comes From … FacilitiesParadigms Media Tools Machinery Vehicles Organization Procedures Methods Learning Customs Language Skills Knowledge Attitudes Etc. HUMAN SYSTEM TOOL SYSTEM Basic Genetic Human Capabilities
  • 7. IB BOOTSTRAP INSTITUTE 7 Capabilities Augmented Via Co-Evolution of Human and Tool Systems HUMAN SYSTEM TOOL SYSTEM Paradigms Organization Procedures Methods Learning Customs Language Skills Knowledge Attitudes Facilities Media Tools Machinery Vehicles Etc. Basic Genetic Human Capabilities
  • 8. IB BOOTSTRAP INSTITUTE 8 Capabilities Augmented Via Co-Evolution of Human and Tool Systems HUMAN SYSTEM TOOL SYSTEM Paradigms Organization Procedures Methods Learning Customs Language Skills Knowledge Attitudes Facilities Media Tools Machinery Vehicles Etc. Basic Genetic Human Capabilities
  • 9. IB BOOTSTRAP INSTITUTE 9 Capabilities Augmented Via Co-Evolution of Human and Tool Systems HUMAN SYSTEM TOOL SYSTEM Paradigms Organization Procedures Methods Learning Customs Language Skills Knowledge Attitudes Facilities Media Tools Machinery Vehicles Etc. Basic Genetic Human Capabilities
  • 10. IB BOOTSTRAP INSTITUTE 10 Your Org?? The World’s Organizations in Human-Tool Space Tool System Utilization HumanSystemDevelopment 20 Years 20Years Anticipatable Today 1
  • 11. IB BOOTSTRAP INSTITUTE 11 Co-Evolution Frontier: “Advanced” View 20 Years 20Years Anticipatable Today 2 Tool System Utilization HumanSystemDevelopment
  • 12. IB BOOTSTRAP INSTITUTE 12 • Nanotechnology -- inevitable; for instance, what you’ll be able to hold in your hand – in the way of speed and storage – as much as now exists in the whole of …? • How about surgically implanted personal computers? • Large teams of intelligent agents which you utilize with practiced skill ... Rate and Scale of Change -- More thoughts about it:
  • 13. IB BOOTSTRAP INSTITUTE 13 Co-Evolution Frontier: Probable View 20 Years 20Years 3 Anticipatable Today Tool System Utilization HumanSystemDevelopment
  • 14. IB BOOTSTRAP INSTITUTE 14 Outposts on the Co-Evolution Frontier 20 Years 20Years Anticipatable Today Tool System Utilization HumanSystemDevelopment
  • 15. IB BOOTSTRAP INSTITUTE 15 Going After the Opportunities Collective Intelligence ABCs of Improvement Improvement Communities Bootstrapping Collective Intelligence Co-Evolution Frontier Co-Evolution Frontier
  • 16. IB BOOTSTRAP INSTITUTE 16 Going After the Opportunities Collective Intelligence ABCs of Improvement Improvement Communities Bootstrapping Co-Evolution Frontier Collective Intelligence Collective Intelligence
  • 17. IB BOOTSTRAP INSTITUTE 17 … depend on collective knowledge People Working Together Mtg Records Plans Reports Intel Commentary Rationale Proposals Email Contracts Lessons Learned Source Code
  • 18. IB BOOTSTRAP INSTITUTE 18 Collective Intelligence in Action
  • 19. IB BOOTSTRAP INSTITUTE 19 Core Capabilities for Collective Intelligence Concurrent Development Integration and Application of Knowledge Well beyond the current publish/consume paradigm “CoDIAK”
  • 20. IB BOOTSTRAP INSTITUTE 20 Requirements for OHS -- an Open Hyperdocument System • To facilitate collaboration, coordination, and collective action (“real work”) • To capture, integrate, and manage the emerging heterogeneous knowledge • To enhance access, maneuverability, and (re)utilization • Scaleable, interoperable across domains OHS - the critical missing piece Reference http://www.bootstrap.org/ohs
  • 21. IB BOOTSTRAP INSTITUTE 21 Going After the Opportunities ABCs of Improvement Improvement Communities Bootstrapping Co-Evolution Frontier Collective Intelligence Collective Intelligence Collective Intelligence
  • 22. IB BOOTSTRAP INSTITUTE 22 Collective Intelligence Co-Evolution Frontier Going After the Opportunities ABCs of Improvement Improvement Communities Bootstrapping ABCs of Improvement
  • 23. IB BOOTSTRAP INSTITUTE 23 • B Activity - improves product cycle time and quality • A Activity - serves the customer • C Activity - improves improvement cycle time and quality Customer Organization H T A Core Business Activity B Improves A Capability C Improves B Capability Readying the Organization for Frontier Penetration
  • 24. IB BOOTSTRAP INSTITUTE 24 Tool System Utilization HumanSystemDevelopment 20 Years 20Years Anticipatable Today ABCs of the Organization’s Frontier Penetration • Cs Scout -- what’s out there (opportunities, threats, ...), mapping strategic directions, learning how to move in this space, coaching the Bs, ... • Bs Move ‘em Out -- picking the path, moving the organi-zation improving faster, better, cheaper, more ...
  • 25. IB BOOTSTRAP INSTITUTE 25 Customer Organization A B C Improvement Communities Collective Intelligence Going After the Opportunities Co-Evolution Frontier Bootstrapping ABCs of Improvement ABCs of Improvement
  • 26. IB BOOTSTRAP INSTITUTE 26 Improvement Communities Collective Intelligence Going After the Opportunities Co-Evolution Frontier ABCs of Improvement Bootstrapping Improvement Communities
  • 27. IB BOOTSTRAP INSTITUTE 27 Look for Other Organizations on the Frontier Heading the Same Way . . . . . . i.e. improving a similar set of capabilities H T B Customers C A Org 1 Customers C Customers C ... H TH T A Org 2 BB A Org n
  • 28. IB BOOTSTRAP INSTITUTE 28 H T B Customers C A Org 1 Customers C Customers C ... H TH T A Org 2 BB A Org n Join Forces in an Improvement Community • Common challenges, issues, requirements • Share advice, strategies, lessons learned“C” Community Each “C” member actively serves his/her respective B initiatives
  • 29. IB BOOTSTRAP INSTITUTE 29 Networked Improvement Community (“NIC”) Sharing risk, cost, knowledge, experience Actively Pushing its Collective IQ Envelope • Common challenges , issues, requirements • Share advice, strategies, lessons learned H T B Customers C A Org 1 Customers C Customers C ... H TH T A Org 2 BB A Org n “C” Community • Common challenges, issues, requirements • Share advice, strategies, lessons learned • Investigate, build intelligence collections • Provide exemplary collaborative website • A rich test bed for experimentation, pilots Recorded Dialog Intelligence Collections Knowledge Products
  • 30. IB BOOTSTRAP INSTITUTE 30 CCC Member Orgs Member Orgs Member Orgs The Bootstrap Alliance - a “MetaNIC” NICs collectively improving their NIC capabilities. H T A B H T A B H T A B ...NIC 1 NIC 2 NIC n • Common challenges, issues, requirements • Share advice, strategies, lessons learned • Investigate, build intelligence collections • Provide exemplary collaborative website • A rich test bed for experimentation, pilots Recorded Dialog Intelligence Collections Knowledge Products
  • 31. IB BOOTSTRAP INSTITUTE 31 CCC A B A B A B ... NIC 1 NIC 2 NIC n ABCs of Improvement Going After the Opportunities Collective Intelligence Co-Evolution Frontier Bootstrapping Improvement Communities Improvement Communities
  • 32. IB BOOTSTRAP INSTITUTE 32 ABCs of Improvement Going After the Opportunities Collective Intelligence Co-Evolution Frontier BootstrappingBootstrapping Improvement Communities
  • 33. IB BOOTSTRAP INSTITUTE 33 Look for High “Bootstrapping Index”* • Common challenges, issues, requirements • Share advice, strategies, lessons learned • Investigate, build intelligence collections • Provide exemplary collaborative website • A rich test bed for experimentation, pilots * I.e. whose B output offers leverage to the C Community Recorded Dialog Intelligence Collections Knowledge Products CCC Member Orgs Member Orgs Member Orgs H T A B H T A B H T A B ...NIC 1 NIC 2 NIC n
  • 34. IB BOOTSTRAP INSTITUTE 34 Customer Organization A B C Improvement Communities Going After the Opportunities ABCs of Improvement Collective Intelligence Co-Evolution Frontier BootstrappingBootstrapping
  • 35. IB BOOTSTRAP INSTITUTE 35 Bootstrap Alliance, U.S. Current Participants (partial list) • Sun Microsystems • Educational Testing Service • NTT Multimedia Laboratory • Fuji Xerox • US General Services Administration • US National Security Agency • Santa Clara Univ. (CSTS) • Stanford Univ. (CSLI, SLL) • Development Alternatives, Inc. • ACM SIG Web, SIG CHI • National School Boards Association • Rush Medical Center • Institute for the Future • SRI International • Morino Institute • National Science Foundation
  • 36. IB BOOTSTRAP INSTITUTE 36 Open-Source Pursuit of CoDIAK and OHS • Need participatory communities actively involved with using and improving both CoDIAK and OHS. • Need initial framework for the hyperdocument architecture. • Need initial framework for the functional tool systems. • Need basic organizational framework for coordination and governance.
  • 37. IB BOOTSTRAP INSTITUTE 37 About High-Performance Teams • Explicitly recruited, equipped and trained, as though for competetive performance assessments. • No limit to the unusual ways in which their fundamental sensory, perceptual, cognitive, motor capabilities are trained, conditioned and harnessed. • Strategically, seems best at first to be engaged as SUPPORT TEAMS -- providing special services to larger teams operating in “current mode.”
  • 38. IB BOOTSTRAP INSTITUTE 38 A Key Utilization for High Performance Support Teams • Support a larger, “conventionally capable” community, organization, or project team. • Facilitate the CoDIAK processes associated with developing and maintaining its Dynamic Knowledge Repository. • Special strategic value if HPASTs focus on the CoDIAK “Integration” processes, toward making significant improvements in the effectiveness for “very heavy types of collective knowledge work.”
  • 39. IB BOOTSTRAP INSTITUTE 39 Multi-Class UIS for Serious Frontier Penetration • The High-Performance Support Teams need to operate over the same Knowledge Repositories as their supported communities. • “Pedestrian Users” use their level of UIS class, and are encouraged to gain knowledge and skill to move up to higher-level UIS classes. • Richer properties provided in hyperdocument standards may remain invisible until a user graduates to appropriate higher level. • Similar with application functionality.
  • 40. IB BOOTSTRAP INSTITUTE 40 University HPSTs -- label it “High Performance Scholarship” • Keeping the core “Textbook / Handbook” for a given discipline updated. Totally. Monthly. • Then weekly? • Then Daily? • These are for-real future possibilities. • Who is going to help most to get there?
  • 41. IB BOOTSTRAP INSTITUTE 41 Co-Evolution Frontier Collective Intelligence Improvement Communities Putting it All Together Steps You Can Take ABCs of Improvement Bootstrapping
  • 42. IB BOOTSTRAP INSTITUTE 42 What more natural leader here than a NIC of selected ACM SIGs?? CCC Customer CustomerCustomer H T A H T A H T A B ... • Common challenges, issues, requirements • Share advice, strategies, lessons learned • Investigate, build intelligence collections • Provide exemplary collaborative website • A rich test bed for experimentation, pilots How about? CHI, GROUP, WEB, IR, …? B B Quality Learning KM Recorded Dialog Intelligence Collections Knowledge Products
  • 43. IB BOOTSTRAP INSTITUTE 43 Potential: Augmenting Society’s Improvement Infrastructure Co-Evolution Collective Intelligence Bootstrapping Co-EvolutionCo-Evolution Bootstrapping Collective Intelligence Improvement Communities ABCs of Improvement
  • 45. IB BOOTSTRAP INSTITUTE 45 For more information see: http://www.bootstrap.org The End
  • 46. IB BOOTSTRAP INSTITUTE 46 Bootstrapping Our Collective Intelligence RECAP: Study Aid – Summary slides assembled for learner’s convenience after the lecture was presented.
  • 47. IB BOOTSTRAP INSTITUTE 47 Exploding Rate and Scale of Change Time RateandScaleofChange External Environment Organizations
  • 48. IB BOOTSTRAP INSTITUTE 48 – And more ... – Vicious cycle of urgency and complexity – Wrenching, global change – And more ... Exploding Rate and Scale of Change • Problems – Boosting our capacity to keep improving • Opportunities – Boosting our capacity for effective collective action
  • 49. IB BOOTSTRAP INSTITUTE 49 Going After the Opportunities Collective Intelligence ABCs of Improvement Improvement Communities Bootstrapping Collective Intelligence Co-Evolution Frontier Co-Evolution Frontier
  • 50. IB BOOTSTRAP INSTITUTE 50 Going After the Opportunities ABCs of Improvement Improvement Communities Bootstrapping Co-Evolution Frontier Collective Intelligence Collective Intelligence Collective Intelligence
  • 51. IB BOOTSTRAP INSTITUTE 51 Customer Organization A B C Improvement Communities Collective Intelligence Going After the Opportunities Co-Evolution Frontier Bootstrapping ABCs of Improvement ABCs of Improvement
  • 52. IB BOOTSTRAP INSTITUTE 52 CCC A B A B A B ... NIC 1 NIC 2 NIC n ABCs of Improvement Going After the Opportunities Collective Intelligence Co-Evolution Frontier Bootstrapping Improvement Communities Improvement Communities
  • 53. IB BOOTSTRAP INSTITUTE 53 Customer Organization A B C Improvement Communities Going After the Opportunities ABCs of Improvement Collective Intelligence Co-Evolution Frontier BootstrappingBootstrapping
  • 54. IB BOOTSTRAP INSTITUTE 54 Co-Evolution Frontier Collective Intelligence Improvement Communities Putting it All Together Steps You Can Take ABCs of Improvement Bootstrapping
  • 55. IB BOOTSTRAP INSTITUTE 55 Potential: Augmenting Society’s Improvement Infrastructure Co-Evolution Collective Intelligence Bootstrapping Co-EvolutionCo-Evolution Bootstrapping Collective Intelligence Improvement Communities ABCs of Improvement

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