Future Design

Community Oriented Social Media

in
Pattern ID: 
138
Rudyard
Discussion: 

Access to information and connections is essential to be successful in the 21st century. There is talk in many cities across the country of establishing municipal broadband- for example the grassroots organization “Upgrade Seattle” wants to “make the internet a city-owned and operated utility.” in Seattle.

 

A possible step further would be to create a publicly owned, operated and funded Social Network that would fill a role similar to that of radio and TV public broadcasting. The first and most obvious benefit would be the same one that comes from public broadcasting, that is- providing an alternative to the corporately owned, commercially funded media platforms, with a greater emphasis on community issues.

 

The services that companies like Facebook provide are valuable, and many of us willing give up a lot of equally valuable information in exchange for those services. The personal data Facebook mines from us is sold to other companies and used for market analysis, as well for generating personally targeted advertisements. A great wealth of information is produced thru all the clicks and likes and views from the users. All this data could go to good uses the private sector is not likely to be concerned with. Collection of census data and statistics for aiding scientific research are some of the immediate possibilities.

 

There is a need for people to have greater control over their information and how it is used. Perhaps not only a need, but a right. Then, beyond the issue of how our information is used, there’s the issue of how information filters to us through our “feeds.” The posts we see from our friends and the pages we follow (as well as advertisers) are sifted and prioritized based on hidden algorithms. There should be concern about how this system can create personal bubbles and opinion echo-chambers. Not to mention how it could influence people’s mental states (based on whether they see more police shootings or puppy videos, for example).

Categories: 
organization
Categories: 
social
Themes: 
Community Action
Pattern status: 
Draft

Towards a New Public Infrastructure

Submitted by doug on Sat, 2016-06-04 10:09
in
Resource name: 
Towards a New Public Infrastructure — preprint
Resource type: 
Articles

Adapting Change

in
David Hubert
CIRAL/CIRAN
Problem: 

Heraclitus of Ephesus wrote that of all the things in the world, "change is the only constant." As time goes on, circumstances beyond controlling will occur and and communities will be required to adapt to new conditions, but the nature of some types of change and/or how rapidly the transition occurs isn't always our favor. There also usually exists a correlation between the speed with which change occurs and the amount of supporting systems disrupted by this change, most often to their detriment. Many factors and situations are beyond our individual control while the end-state of change is uncertain at best, so when we recognize the process of change beginning to occur we do what we can to influence the factors we actually can control. If it is decided that action is needed to mitigate change then the nature of that action must be determined first; as Kwama Nkrumah wrote "action without thought is empty, [and] thought without action is blind.” Great care must be taken to avoid unnecessary disruption, and a balance must be found between planning and execution, ensuring that appropriate steps are taken while ensuring they are taken before control of a given situation is lost. 

Context: 
This pattern applies to any community engaged in a decision-making process. Many issues and possible changes are not time sensitive per se, but situations can easily occur at many scales where foregone or even delayed action would be detrimental to the community. Recognizing this type of situation falls on the members of this community, but this comes with the caveats that not all situations are as time- sensitive as they may appear, and that predicted end-states and rates of transition may not reflect reality. 
Discussion: 
Wikipedia defines time as "the indefinite continued progression of existence and events that occur in apparently irreversible succession from the past through the present to the future." From that, the process of change begins with the past, the staging and valuing of variables, then moving through the present by interacting with one another, then unfolding into their end-state in the future. The Hopi saw time as an environment that one moved through, like riding down a river winding through a constantly changing countryside, but thus far both science and philosophy have failed to produce a working model of time.
 
Also much like being swept down an unknown river, change is as unpredictable as it is inevitable. This vagueness makes change a very two-sided coin, offering either hope, or, more often then not, dread, for, as H.P. Lovecraft wrote, "the oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown." Numerous studies have shown that the brain operates very differently under different circumstances. Hunger, sleep deprivation and sex all affect our decision-making processes differently, but few drives cause more irrational behavior then fear. When faced with change, especially at larger scales, it can be very easy to slip into an emergency mindset, to lose sight of the bigger picture in lieu a seemingly large detail, but it is usually impossible to  truly say what changes would be good or bad for us just as we cannot accurately say what changes would be good or bad for others. This stems from the simple facts that "good" and "bad" are relative to the observer and that we cannot truly predict the range of consequences from our actions. Returning to the "time as a river" perspective, it is also important to note that it is not really a river, especially in terms of where it might take one. It seems to operate much more like a river delta: broad, steady, and filled with possibilities. 
 
However, this fear of change is not without reason. Any type of change, any adjustment of variables within a given system, inherently causes disruption among adjacent entities. Most often the scale and/or intensity of this disruption is proportional to the rate at which this change occurs, i.e. c=vt, c being the change occurring to a given system, v being the disruption of adjacent/interdependent systems, and t being the duration of time this change takes to occur. For example, if one were to dig a hole, one would have many options to achieve this end. The obvious solution would be to use a shovel, causing minimal collateral damage but taking a fair amount of time, where a diesel-powered excavator would certainly be faster but would tear up a lot of other ground. Moving further towards the extremes, an archaeologist can use brushes and trowels to carefully remove dirt over months or years, but with some artfully placed explosives you can have a hole dug in seconds. The perfectly valid concern held by those worried about change is ultimately over exactly which adjacent systems will be affected.
Solution: 

Changing times will require communities to change with them, but top-tier objectives, e.g. ensuring basic survival, rarely change, if ever, and what constitutes top-tier objective(s) must be identified by the community in question. That said, communities must remain flexible in their goals and be willing to adjust for new information and situations, e.g. recognizing when a lower tier objective is no longer feasible or when one method can achieve an objective better than another. Additionally, communities may often identify critical points of failure or obvious challenges within their own system(s) and develop contingencies accordingly. Intentional avoidance of "load-bearing" positions, e.g. having one person without whom the system cannot function, goes a long way towards ensuring stability, as do maintaining standardized communications, including documentation, language and data formatting, to ensure that the correct information can be found by those seeking it. Perhaps most importantly, communities must adopt the mindset of survival, of finding a balance between flexibility to go with some change and the rigidity to resist other, the willingness to "make it happen" in spite of external influence.Solution: Changing times will require communities to change with them, but top-tier objectives, e.g. ensuring basic survival, rarely change, if ever, and what constitutes top-tier objective(s) must be identified by the community in question. That said, communities must remain flexible in their goals and be willing to adjust for new information and situations, e.g. recognizing when a lower tier objective is no longer feasible or when one method can achieve an objective better than another. Additionally, communities may often identify critical points of failure or obvious challenges within their own system(s) and develop contingencies accordingly. Intentional avoidance of "load-bearing" positions, e.g. having one person without whom the system cannot function, goes a long way towards ensuring stability, as do maintaining standardized communications, including documentation, language and data formatting, to ensure that the correct information can be found by those seeking it. Perhaps most importantly, communities must adopt the mindset of survival, of finding a balance between flexibility to go with some change and the rigidity to resist other, the willingness to "make it happen" in spite of external influence.

Categories: 
orientation
Categories: 
organization
Themes: 
Education
Themes: 
Globalism and Localism
Themes: 
Community Action
Themes: 
Case Studies
Verbiage for pattern card: 
 Determining which steps to take is just as important as actually taking them, but in a time-sensitive environment, action and thought must be carefully balanced. Communities must be able to recognize where change is occuring/will occur as well as which rates of change are favorable, which are not, and which ones can be regulated or negated.
Pattern status: 
Released

Collective Intelligence for the Common Good

Submitted by doug on Thu, 2015-12-10 17:30
in
Organization's slogan: 
The CI4CG Action Research and Community Network consists of a group of nearly 100 like-minded individuals who have subscribed to the statement of principles and therefore aim to advance research and practice in collective intelligence for the common good. Join our mailing list at <a href="http://scn9.scn.org/mailman/listinfo/ci4cg-announce">CI4CG-announce</a> or contact the organisers if you’d like to join the network.

We are interested in working with practitioners and researchers from all relevant fields. Our hope is to consciously and organically nurture this community / network. The intent of this conscious community development is of course not to build a gated community, but to help focus attention on relevant issues including how best to engage the “outside” world and maintain porous borders. We hope to transcend the constraints of many dominant habits, institutions, and norms, especially when their strict obedience compels us to work in ways that are likely to be ineffective in addressing the common good of the planet and its inhabitants. It is our intent to help develop, maintain, and enhance projects and systems that are actually used.

Year the organization was founded: 
2013
Organizational engagement: 
Active
Organization's headquarters: 
cyberspace
Organization's geographic focus: 
Earth

http://www.ci4cg.org

Volunteer Opportunities: 
Join us! Planning events, designing resources, getting the word out
Contact person: 
Douglas Schuler
Contact information: 
douglas@publicsphereproject.org

How We May Think — The Next Chapter

Submitted by doug on Wed, 2015-07-08 13:03
in
Resource name: 
how-we-may-think-schuler-version
Resource type: 
Articles
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