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Computational Collective Intelligence
Tadeusz M. Szuba
Manufacturer: Wiley-Interscience
ProductGroup: Book
Binding: Hardcover
 Parallel Processing Computers
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ASIN: 0471349666 |
Book Description
This volume presents for the first time a complete theory of collective intelligence, helping to explain this growing area of non-deterministic computing. The author brings together ideas from different areas, making this a useful resource not only for computer scientists, but also for researchers working on problems in machine learning and artificial intelligence. Random PROLOG Processor (RPP) is used to illustrate the theory.
Book Description
Exploring how today’s most compelling architecture is emerging from new forms of collaborative practice, this title of AD engages three predominant phenomena: architecture’s relationship with digital and telecommunication technology; the media; and economies of globalisation. The articles in the issue explore the relationship between these readings and examine, for the first time, the implications of these phenomena upon forms of architectural invention and production. While much attention has been focused upon the influence of digital media on architectural form and technique, little has examined its far broader implications for forms of architectural practice. Yet, as with modernism and the professionalization of architecture at the end of the 19
th century and the rise of architectural corporations in the mid-20
th century, the future of architectural design will inevitably depend upon reconfigurations of architectural authorship.
Customer Reviews:
Thinking about the future........2007-02-17
Architectural Design is a magazine in book form that consistently pusheds the state of the art in design, nominally in architectural, but in reality all kinds of design. In this issue the general subject is taking advantage of the communications capability of the internet for collective or collaborative design efforts. A lot of the discussion is not specific to architecture, but is on the general developments in social, economic and political organization in the form of peer-to-peer networks and communities.
The articles here typically represent the absolute state of the art as it exists today. As such, they serve only as an inkling of what might be there in the future. Examples: Working with Wiki - Wiki from the Hawaiian word for quick - are on line platforms where anyone can make entries without supervision. The Grid - a worldwide collection of computers of (generally) extremely high performance that allow huge problems to be approached. At this time the Grid is quite small, only a handful of supercomputer centers, but it promises to change many of the ways we have approached computing.
Book Description
> How do we make sense of other people and of ourselves? What do we know about the people we encounter in our daily lives and about the situations in which we encounter them, and how do we use this knowledge in our attempt to understand, predict, or recall their behavior? Are our social judgments fully determined by our social knowledge, or are they also influenced by our feelings and desires?
Social cognition researchers look at how we make sense of other people and of ourselves. In this book Ziva Kunda provides a comprehensive and accessible survey of research and theory about social cognition at a level appropriate for undergraduate and graduate students, as well as researchers in the field.
The first part of the book reviews basic processes in social cognition, including the representation of social concepts, rules of inference, memory, "hot" cognition driven by motivation or affect, and automatic processing. The second part reviews three basic topics in social cognition: group stereotypes, knowledge of other individuals, and the self. A final chapter revisits many of these issues from a cross-cultural perspective.
Customer Reviews:
Good overview of cognitive science.......2005-08-12
The book--although poorly bound--is written very nicely. Kunda has a wonderful way of presenting the material objectively and respectfully while still engaging the reader. There are numerous, minor typos but this does not distract the reader terribly. A natural progression is found in Kunda's style, where she presents a topic, draws on some familiar day-to-day experiences, and presents the experiments and research that support it. She explains contradictions and allows the reader to make his/her own conclusions and inferences concerning topics like hot cognition, influences of mood on memory, subliminal processing, false-memories, and influences of culture on cognition. She, herself, did extensive work in the area of cognitive science and since her passing, will be missed by many as her work was incredibly innovative and interesting.
The book reads quickly and will be enjoyed by most. The only thing I wish was different about this book was its size (there is so much left over white space on each page--it's unnecessary). Most people with some experience or interest in cognitive science should find this book fascinating. Do not expect an in-depth or even moderate assessment of the biological or neurological underpinnings of cognition. This book explains cognition by reviewing social and cognitive experiments.
Excellent Consolidation.......2005-01-19
I spent some time looking for a simple bedside aggregation of the various topics associated with the psychology of decision making and the various perceptual biases, without finding much. Most of the books are excellent; but, aside from this one (and Jon Baron's) they are usually compilation of original research. I like to have a readable consolidation of the material not far from my figertips. I was lucky to have found this book, which provides a wonderful and comprehensive coverage of the topics.
It is limpid, precise, illustrative, showing a wonderful clarity of mind.
Now the bad news. The author passed away recently at the age of 48.
Average customer rating:
- Communicate effectively and understand people better
- Beautifully simple, straightforward, and practical
- Pretty Good.
- 8 useful skills to become people smart
- a how-to book with step by instructions and exercises
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PeopleSmart
Melvin L. Silberman
Manufacturer: John Wiley & Sons
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The Secret Handshake: Mastering the Politics of the Business Inner Circle
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Interpersonal Skills in Organizations
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Working PeopleSmart: 6 Strategies for Success
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Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES)
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What Your Boss Doesn't Tell You Until It's Too Late: How to Correct Behavior That Is Holding You Back
ASIN: 1576750914 |
Book Description
Everyone is in the people business, because all of us deal with other people all the time. Thats why its smart to reap the benefits of this eminently practical guide. PeopleSmart details the eight essential skills of interpersonal intelligence and provides a powerful plan for becoming more effective in every relationship -- with supervisors, coworkers, a spouse, family and friends.
The authors present a realistic four-step plan for self-improvement. Theyll teach you to see the current depth of each skill in yourself, encourage you to develop it, provide clear suggestions for how to put it into action, and inspire you to live it every day. Nothing short of an interpersonal fitness plan - complete with creative exercises, examples, and tools -- PeopleSmart will empower you to become the kind of person who can establish solid relationships, connect with others, and effectively link the their needs with what you have to offer.
"As e-commerce `commoditizes the world, PeopleSmart is the preeminent intelligence. Seldom do you see scholars become this practical! Theoretically sound. Well researched. Very reader friendly!"
-- Stephen Covey, author of The Seven Habits of Highly Effective People
Customer Reviews:
Communicate effectively and understand people better.......2007-01-04
Provides an excellent step by step approach to working with people. Exercise at the end of each chapter reinforces the concept and is very practical. I would suggest this book to any one who wants to express themselves well and understand why people sometimes behave strangely.
Beautifully simple, straightforward, and practical.......2005-11-30
The book is beautifully simple, straightforward, and practical. Very helpful. A great resource for interpersonal communications and human relations. Well-written and user-friendly. I highly recommend it.
Pretty Good........2005-10-22
This is a helpful book. Unfortunately, I think it would have been better, though, if it was a little more generic and not so business-oriented. I found myself tempted to skip quite a few of the sections. It is definately worth a read.
8 useful skills to become people smart.......2005-04-24
The author outlines 8 useful and neccessary skills to become People Smart:
1)Understanding People. Author provides a succinct explaination and usefulness of MBTI indicators such as ENTP.
2)Expressing yourself clearly. I didn't find this chapter too useful. As long as you speak clearly and choose your words carefully, you are at least a decent speaker.
3)Asserting your needs. Useful only to for those who can't assert themselves).
4)Exchanging feedback
5)Influencing Others. This is the best chapter by far. Influencing others involve making a connection and figuring out what their needs are (security, acceptance, ego, self actualization) and then making a persuasion in align with their needs.
6)Resolving Conflict. This is only if you argue with people all the time.
7)Being a team player.
8)Shifting Gears.
a how-to book with step by instructions and exercises.......2002-09-24
I did not finish the book - it is more like a 'workbook' than a book. I was hoping to get some insight into how to deal with people in the workplace - this book is full of material that I consider to be common sense. Little emperical or formal evidence is offered.
I suggest 'The Secret Handshake' by Kathleen Kelley Reardon for readers interested in improving their polical skills in a business setting.
That's my take - loopster - Chicago, IL
Average customer rating:
- Future trends in knowledge work.
- An Organisation made of Knowledge Work Teams
- I'll take responsibility over intelligence any time.
- Real Knowledge About Knowledge Worker Teams
|
The Distributed Mind: Achieving High Performance Through the Collective Intelligence of Knowledge Work Teams
Kimball Fisher , and
Mareen Duncan Fisher
Manufacturer: AMACOM
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The Distance Manager: A Hands On Guide to Managing Off-Site Employees and Virtual Teams
ASIN: 0814403670 |
Book Description
For the first time in history, more employees work with their minds than with their muscles. Their value lies in their mental abilities and their knowledge. Collectively, they are the "mind" of the company -- a mind spread across many individual brains. The authors of this breakthrough book call it "the distributed mind."
The distributed mind is a powerful force, for if two heads are better than one, imagine how much better 20 heads are -- if it is possible to manage them all! That's the fascinating subject of this book: how progressive companies are creating teams of "knowledge workers" and coordinating their individual efforts into a web of high performance.
Using interviews they conducted with hundreds of knowledge workers, the Fishers have identified six trends that will change forever the way we work. The Distributed Mind provides an intriguing look at how to:
*understand the characteristics of knowledge work teams (and the innovative concept of "vertical multiskilling")
* organize multiple specialists into a cohesive unit
* share knowledge without creating information overload * coordinate activities when half the team is spread across the globe (or never in the office)
* understand the critical role of technology in this new work structure
* grasp a whole new organizational form, called "the learning lattice"
The Fishers point out that "knowledge workers" aren't just engineers, lawyers, and programmers. They can be found on the assembly line, as well. It's a new world of work for all!
Customer Reviews:
Future trends in knowledge work........2000-08-10
"This is the age of knowledge work. It is the age of the smart worker. The operations that learn the secret of tapping into this knowledge will always outperform those that do not. Those that master the 'collective intelligence' of knowledge work teams will be the architects of the future...As individuals, knowledge workers are smart people. But their individual effectiveness is amplified when they are also part of a smart organization. As an effective knowledge team, they can often create a sort of synergy where the outcome of the whole is greater than the sum of its individual parts. These smart teams appear as though all team members are of a common mind that shares information and ideas seamlessly across the membership-a distributed mind...This book is about knowledge work teams. Knowledge work requires a special set of skills related to an area of expertise, such as those of an engineer, a salesperson, a consultant, a manager, or a health-care professional. But it requires much more than technical competence to be successful as a knowledge worker" (from the Introduction).
In this context, Kimball Fisher and Mareen Duncan Fisher:
* define knowledge work by comparing five characteristics that differ for physical and knowledge work as follows:
- Job Characteristics: (1). Core task, (2). Critical skills, (3). Work process, (4). Work outcome, (5). Knowledge used.
- Job Characteristics of Physical Work: (1). Doing, (2). Physical, (3). Usually linear, (4). Product, (5). Applied.
- Job Characteristics of Knowledge Work: (1). Thinking, (2). Mental, (3). Usually nonlinear, (4). Information, (5). Created.
* argue that "the nature of work is changing from mostly linear to mostly nonlinear and from requiring mainly physical skills to requiring mainly mental acuity. Jobs now usually produce more information than product and require more improvisation than rote, automatic application of process. While this trend is dramatic in a few cases, for most of us the change has been a slow, steady evolution of our jobs", and illustrate this trend.
* show how teams and team-based operations differ from groups and non-team-based operations, and illustrate how these teams differ from the traditional organizations by comparing hierarchical organizations with team-based organizations as follows:
- Hierarchical Organization: hierarchical order, local optimum, maximum specification, functional defect control, specialized skill, vertical information flow, work ethic value, and conservative improvement.
- Team-Based Organization: information order, global optimum, minimum critical specification, source defect control, multiskilled, source information flow, work life value, and continuous improvement.
* illustrate the differences between physical and knowledge work teams by comparing typical physical work teams with knowledge work teams.
- Typical Physical Work Teams: physical labor, multiple generalists, inside single organization, fairly stable membership, and repetitive responsibilities.
- Typical Knowledge Work Teams: mental labor, multiple specialists, across multiple organizations, shifting membership, and single-purpose responsibilities.
* explore the process of knowledge work design, and illustrate the characteristics of evolving organizational form-learning lattice organization.
* discuss the metaphors and practices needed to create successful knowledge teams.
* argue that "environmental shifts and changes in organizational capabilities have created opportunities and need for virtual knowledge teams in contemporary organizations. To effectively create, utilize, and support VKT's, we must focus more attention on the VKT challenges", and then discuss the challenges of making VKTs effective.
* discuss fostering innovation and creativity as a critical challenge for knowledge work.
* discuss what is becoming a critical attribute of effective knowledge work teams: the ability to transfer knowledge effectively without causing information overload.
* discuss the role of leaders in knowledge teams, and argue that "in knowledge work teams, team leadership is critical. Although this formal leadership is often shared or rotated, we believe it must be done properly for the team to be effective".
* discuss a number of practical tips to prevent illness in teams, including providing team training, integrating new team members, setting goals and measuring results, understanding group decision-making processes, managing team conflict, building team communication skills, giving and receiving feedback, defining team members' roles and responsibilities, developing operating guidelines, and creating a team charter.
* explore how technology aids knowledge work, and argue that "technologies must be appropriately integrated into the organization if they are to benefit knowledge teams. Three particular problems to avoid are technology misuse, expecting more from technology than it can reasonably deliver, and serving technology instead of having technology serve the team".
* discuss future trends in knowledge work by illustrating six key work trends for the new millennium: (1). automation of physical work, (2). elimination of traditional jobs and work structures, (3). empowered knowledge workers, (4). knowledge work teams predominant, (5). workplace flexibility, (6). more virtual knowledge teams.
Strongly recommended.
An Organisation made of Knowledge Work Teams.......2000-08-02
The T-word, team, has been badly devaluated during the last few years. People talk about teams without really understanding, what they actually are about. No wonder some people react with cynicism when their CEO returns from a training seminary with the word Team on his lips.
There is a solid case for this book that addresses teams, especially knowledge work teams from a practical no-nonsense perspective. This book makes good reading not only for knowledge work team builders but also for the people that actually make up the teams. The language and structure is exceptionally readable and the issues are easy to grasp. Someone might even say that Fishers use too many cases to justify their points. Fishers start with discussing knowledge work, then teams and finally knowledge work teams and finally building a working organisation made of knowledge work teams.
Fishers do not limit their perspective to teams and organisations but discuss also their influences to societies and individuals. Teams do not work in a vacuum but change the way people work and think and live their lives.
The one thing that I disagree with is they way Fishers create an artificial (in my opinion) distinction between physical work and knowledge work, and the consequent physical work teams and knowledge work teams. Fishers stress the point that even knowledge workers do physical work and physical workers do knowledge work, but within their definition of knowledge work!
I'll take responsibility over intelligence any time........2000-04-29
This is a book on Knowledge Workers, and on business management, actually. It does discuss industrial age and post-industrial age workers, but it's not so much about industry, industrial workers, and modern factory automation.
The sense I came away with is that the aim of the authors was on making work teams more effective. However, for me, the book gets back to a more fundamental issue, the possibility of effectively eliminating levels of management in any organization. This is done not just by eliminating some staff, and giving the remaining staff communications. On a superficial level, automation of information access and communications for today's knowledge workers is required. However, on a more fundamental level, this is done by the assumption of a greater degree of the responsibilities by Knowledge Workers.
The book does get to the nub of flat (empowerment) versus hierarchical (delegation) management styles, which has come about with downsizing and the advent of empowered workers. It discusses how to manage processes and people with fewer managers, by enabling them to gather and use information and make decisions. Most importantly, it prioritizes: responsibility, empowerment, the management of processes, the management of people, management styles, downsizing, and information sharing. They all go together, but some of these are ends, and others are only means to an end. Further, some of these means to an end are prerequisites and others are only facilitators.
Whether tasks are delegated one-at-a-time to individuals (hierarchical), or projects and processes are turned over to a work-team (flat), in both cases communications is required. However, the differences today, are that Knowledge Workers in empowered organizations: are on multiple teams, not having just one job to do; must communicate with all team members, not just with supervisor and immediate coworkers; are responsible for the entire job, not just for one aspect of it.
Without proper orientation by management, Knowledge Workers in empowered work teams can remain focused on technical skill development or on information sharing, as ends unto themselves, or on doing their narrow tasks. What could be missing is a focus on the success of the process or project, and on the achievement on the goals of the organization. In the absence of middle managers, whose job it was to not only manage workers, departments, and processes, but also to focus on the goals of the larger organization, empowered Knowledge Workers must assume a large share of these responsibilities.
Team members must understand firstly, that responsibilities have been thrust upon them, and secondly, how to carry out these responsibilities as a self-directed work team. Today, we're not just providing communications systems to workers. We are holding people responsible, and therefore we're providing them with communications systems.
Real Knowledge About Knowledge Worker Teams.......1998-05-29
The husband-and wife team of Kimball and Mareen Duncan Fisher have collaborated to produce a well-documented, stimulating and useful book on what they call the "distributed mind", or knowledge workers who are geographically and/or organizationally dispersed. The Fishers have been involved in business process redesign for many years, and they have poured their comprehensive lessons learned into this 277-page volume.
One of their most important contributions that they deliver early in the book is to demystify the term "knowledge worker" by explaining that very few knowledge workers do only knowledge work and very few physical laborers do only physical work. This is a liberating insight, because it expands the potential applicability of their later discussions on how knowledge work is important in factories as well as R & D labs.
The Fishers use the term "the learning lattice" to describe an approach to redesigning knowledge work that explains how teams can be organized to take advantage of both units composed of functional experts (skill development teams) and cross-functional teams (business teams), optimizing the knowledge, perspectives and contributions of all concerned. Some organizations call these newly emerging learning lattices "centers of excellence".
Both of the Fishers started their careers in the art world, it is not surprising to see that they have some intriguing comments about harnessing creativity in organizations. They argue that creativity is a social activity, not a guru-centered process that requires isolation. Citing a 1993 survey done ! by the Center for the Study of Work Teams at the University of North Texas, research showed that knowledge workers prefer collaborative team environments, where there is an opportunity to share ideas and solutions.
How about leadership of knowledge workers? The Fishers suggest that this is not an easy task and that the leader's role is handled best through a boundary manager role. They identify seven key attributes for the "distributed leader", including articulating a vision for the organization, managing by principles rather than policies, and effectively coaching and communicating. They provide specific recommendations for ways to "infuse energy and wellness" into organizations through better understanding of roles and responsibilities, effectively managing--rather than suppressing--conflict, and orienting and developing knowledge worker teams.
The Distributed Mind is a great new tool for those who are interested in building community in organizations.
Product Description
Marketing in the early 21st century is dominated by two approaches, neither of which is visible to the naked eye: the use of data to define and shape human affairs into machine-readable form and the effort to create and sustain ongoing two-way relationships with customers. The former is one way human life is being subjugated to the regime of the machine; the latter is one way the individual may one day emerge from within the datascape. A post-modern perspective is used to reveal both the "kaleidoroscope" of data and the "raw immaterials" of relationships in two companion essays.
Customer Reviews:
Rebecca Nailed It.......2007-03-18
Rebecca's review is spot-on. I could read this book several times and get something new out of it each time. Ellis succinctly captures the changes in consumer-marketer interaction and the new 21st century value exchange and does a great job of putting it in historical and philosophical context.
Big Thoughts on Marketing .......2007-03-09
Most books on business (particularly those by self-proclaimed "gurus") seize on a single idea. With terrier-like tenacity they explain it, illustrate it, present case studies of it, then explain it yet again, until a readers feels she's entered some sort of textual version of "Groundhog's Day."
"Marketing in the In-Between," takes the opposite approach. It packs so many clusters of thought, ideas, revelations and connections on every page, the reader will need to repeatedly dip in to glean all the thoughts. It challenges readers to truly ponder and to question the basic precepts and practices upon which marketing is based.
Book Description
Since the release of the very successful first edition in 2001, the field of emotional intelligence has grown in sophistication and importance. Many new and talented researchers have come into the field and techniques in EI measurement have dramatically increased so that we now know much more about the distinctiveness and utility of the different EI measures. There has also been a dramatic upswing in research that looks at how to teach EI in schools, organizations, and families.
In this second edition, leaders in the field present the most up-to-date research on the assessment and use of the emotional intelligence construct. Importantly, this edition expands on the previous by providing greater coverage of emotional intelligence interventions.
As with the first edition, this second edition is both scientifically rigorous, yet highly readable and accessible to a non-specialist audience. It will therefore be of value to researchers and practitioners in many disciplines beyond social psychology, including areas of basic research, cognition and emotion, organizational selection, organizational training, education, clinical psychology, and development psychology.
Customer Reviews:
EI in Everyday Life Second Edition recieves second place.......2007-01-12
Academically sound - but not textbook quality. Understandably written - but not masterfully written. The title of the book only represented one-third of the content (I was hoping for something more practical). Good overview, yet a single author covering the same material would eliminate some of the inherent difficulties of a multi-author compilation.
a must have book.......2006-02-14
This is one of the best books on emotional intelligence around. It covers a wide range of topics in a way that is easy to understand. I really liked the sections on relationships. I thought the workplace chapters were particularly interesting. Finally, one chapter provides an excellent critical review of current EI measures
Book Description
The “People Smart” approach of this book will help you improve relationships in business and social settings, stop wasting time and energy on negative emotions, manage emotions and communicate intelligently, and increase flexibility, enthusiasm, and teamwork. Emotionally “unsmart” people undermine their own happiness and success by wasting time on personality conflicts, complaining, and losing self-control when faced with tense and stressful situations. Learning the techniques to manage your reactions and raise your level of emotional intelligence will result in more positive and constructive relationships, and a more satisfying and productive life.
Customer Reviews:
Very concise and valuable book........2005-05-31
The book has three parts. First two parts are for everyday life and last is for managers and similar professionals. I would give five stars for first two chapters.
Simple workbook for developing E.Q........2001-09-11
This "Crisp Fifty-Minute Book" covers five emotional intelligence skills: self-awareness skills, social skills, optimism, emotional control, and flexibility skills. Part 1 on "Think Smart" strategies covers self-awareness and optimistic thinking. Part 2 on "Be Smart" strategies covers social skills, emotional control and flexibility. These 5 skills are applied to organizations in Part 3 on "Work Smart" strategies.
Many simple self-assessment tools are given. They are actually more specific behavioral descriptions of these 5 skills.
There is a STEP model, classifying people as Stable, Thorough, Emotional or Pusher with each type's strengths and weaknesses, motivations, and communication strategies in dealing with each.
Emotional intelligence is talked about a lot. It helps to get a better understanding of that through more detailed behavioral descriptions and exercises for self-awareness and change, even if they are over-simplified.
Average customer rating:
|
Genius and Eminence (International Series in Social Psychology)
Robert Albert
Manufacturer: Routledge
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| Qualifying Textbooks - Fall 2007
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ASIN: 0080377645 |
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A fascinating introduction to the research into, and theories, of exceptional achievement. Topics covered include the arguments around personal dynamics and biological processes, the IQ issue, and how family and learning experiences are related to achievement.
Average customer rating:
- Naive utopian view of cyberspace
- Profound, and enormous range
- Theology as the Origin and Goal of the Internet
- Personal, Social, and Knowledge Space
- the review of Collective Intelligence
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Collective Intelligence: MANKIND'S EMERGING WORLD IN CYBERSPACE
PIERRE LEVY
Manufacturer: Plenum Press
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The Wealth of Networks: How Social Production Transforms Markets and Freedom
ASIN: 0306456354 |
Amazon.com
Pierre Levy sees us as moving past an information economy into an economy based on human interactions; a social economy. While the idea may seem startling, given our current emphasis on all things monetary, his reasoning makes you stop and give careful thought to ideas you may not have considered before. As technology advances, Levy points out, it's capable of taking on more and more advanced tasks--first simple labor and now the processing of information. As these capabilities become easier and well within everyone's reach, their value declines.
But the one thing that is beyond the reach of pure technology is the construction and maintenance of social interactions. What technology can do, however, is make it easier for humans to interact over greater distances and around obstacles. "Our humanity," Levy writes, "is the most precious thing we have." Levy, who is a professor in the department of hypermedia at the University of Paris, then predicts that we will take greater control of that value and everything related to it as we use technology to organize ourselves into what he calls Living Cities. Here, physical location is less important than the interactions of its members, and not surprisingly, the lack of territorialities will challenge present methods of governance.
Levy insists we are in the early moments of an historical paradigm shift of the magnitude of the Renaissance. And yet he avoids wild utopianism, keeping a clear eye on the realities and challenges inherent in any great transformation, complete with ample opportunities for things to go wrong. What emerges, however, is a different way of viewing the possible future, and plenty of reasons for asking why this utopian vision isn't attainable.
Book Description
"Collective Intelligence is incredible. Lvy's ideas shine through like a supernova at the human heart of cyberspace." -Mark Pesce, Cyberspace researcher and theorist, co-creator of VRML (Virtual Reality Markup Language)
The number of travelers along the information superhighway is increasing at a rate of 10 percent a month. How will this communications revolution affect our culture and society? Pierre Lvy shows how the unfettered exchange of ideas in cyberspace has the potential to liberate us from the social and political hierarchies that have stood in the way of mankind's advancement.
Anthropologist, historian, sociologist, and philosopher, Lvy writes with a depth of scholarship and imaginative insight rare among media critics. At once a profound historical analysis of the development of human culture and a blueprint for the future, Collective Intelligence is a visionary work.
Customer Reviews:
Naive utopian view of cyberspace.......2002-02-17
Two things I really didn't like about this book: (1) The agonizingly painful (to read) language of post-modernist thinkers. Terms like "deterritorialization" and "rhizomatic processes" infest the text to the point where you feel like you're reading some strange dialect of the English language. It's maddening. (2) The author presents a charming but hopelessly naive utopian view of an emerging social world, centered around the sharing of knowledge within cyberspace, that will usher in a marvelous new era of individually-centered democracy and freedom - the notion of "collective intelligence." One wonders if Levy has actually spent any time at all communing with the people who populate the chatrooms and message boards of cyberspace - "collective intelligence" indeed, more like "collective prejudice and stupidity." It is completely beyond me how others have found this book to be of any value whatsoever.
Profound, and enormous range.......2001-10-17
Sometimes Pierre Levy likes Michel Serres a little too much. Serres, a brilliantly original thinker, often explains that what he says and how he says it are inseparable, and is thereby in the best French philosophical tradition. Which works very well in his books, for the initiated, but Levy's probable attempt to emulate this in Collective Intelligence doesn't quite reach par, although at no point is he difficult to understand - the prose is just occasionally over-baked.
This being the only reason the rating dropped from five to four stars, on to what makes this an essential read. The title is a little unfortunate, as it will have some buyers believing here is another new-age bible about networked togetherness and pony-tailed social savvy. It isn't. Like Becoming Virtual, this is a serious book of philosophy, sociology and anthropology, with concepts and insights that make other theorising in the area of information technology, for example, look positively anemic by comparison. Above all 'collective' has wider meanings than the normal usage, and explaining how is probably the best way to review the book.
'Collective' usually implies a collection, a group of distinct things gathered together in some way to make a bigger thing. Some reviewers of the book use this meaning, suggesting Levy's idea is that technologies such as the internet simply extend traditional communication processes over large geographical distances, so that we can 'share information' better, and so on. Levy's collective, on the other hand, derives from Serres', where all large-scale, collective phenomena are distributive rather than summative - you don't make big, 'global' things by stacking lots of smaller, 'local' things, Lego-block style, because the local and the global don't have any necessary relationship. In fact they're separate things - this idea takes a LOT of getting used to, but once you're there you understand why Levy's concept of collective intelligence is so powerful.
Take for instance a government, with a representative parliament. Common sense, at least since Hobbes, says this government derives its validity and power from the fact that it is merely the aggregate body of citizens, who are its Lego blocks, if you will. The government is this mass of citizens added up, and represented by a few who sit at its head. Not so for Levy - each person, including government ministers, remains resolutely 'local', and a government is as local as where it happens to sit. What gives it wider or global efficacy is simply the fact that this particular local institution has managed to embody or even create certain interests which are common to the multitude of people it represents - they grant it power or allegiance because of this, but everything stays local. Decisions made by this government then give the appearance of controlling society simply because every local interest these decisions move through allows them passage, or enacts them (and when this changes to refusal, we see 'government' itself, many times in history, come under threat). This is what Levy means by collective or distributed action, where large-scale and small-scale phenomena have no ontological difference, merely a difference in emphasis. You don't find the global only at the central point (here, government), but at each and every local point in the society - the government is simply that place which has drastically simplified these millions of local actions into a (relative) few formulae which all can agree on, in one local place - parliament. It's not imposing its will, but is the distillation of these millions of local wills.
So what is collective intelligence? To quote Levy, "It is a form of universally distributed intelligence, constantly enhanced, coordinated in real time, and resulting in the effective mobilization of skills...No one knows everything, everyone knows something...". Intelligence for Levy is a combination of skills, understanding and knowledge. Skills are what we develop when we interact with physical things; our relations with signs and information give us knowledge; our interaction with others gives us understanding. All three apply to the same object simultaneously - we 'know' about genes, for example, by studying them in their instrumental physicality (skills), in conjunction with our colleagues (understanding), while manipulating our papers and concepts about them (knowledge). Levy adds his notion of collectives to this schema to show how, with the help of new information technologies in particular, each skill, piece of knowledge and understanding is now distributed, rather than isolated in some one place. The Greenhouse Effect isn't your ordinary, isolable lab object, because AS an object it is the co-creation of many different types of scientist, as well as politician, environmentalist, farmer and so on. It is a collective object, and we have to learn to be collectively intelligent about it. Similarly marketing has long since abandoned the attempt to correctly predict what 'people will like' and has incorporated them collectively in the entire production process, so products are becoming more a co-creation of consumer and producer - they are collective products. As in the political example previously, nobody can centralise knowledge any more than power, it is global in each place, and the objects we now produce only exist or survive if they can be animated by each locality, and represented and 'controlled' by another locality which is intelligently sensitive to these localities.
The range of this book must escape the scope of any 1000-word review. Levy does some fascinating anthropological work here as well, tracing the emergence of collective intelligence through different types of societies. And lots more. Read it.
Theology as the Origin and Goal of the Internet.......2000-10-25
If you want an interesting book, I'd recommend 'Collective Intelligence' by Pierre Levy. This book examines the social impact of Internet technology and proposes a set of ideals that should be used to guide a society using it. Levy tries to show how his set of ideals would obtain the most benefits from society from this technology. An interesting part of the book occurs when Levy compares the mode of live in an Internet society with that derived from Catholic ideals. He recounts mediaeval Catholic philosophy on the means by which God's insight creates the world. God exists by hid contemplation his own existence since he is the essence of all things and out of this contemplation springs angels which can contemplate their own existence but need other things to exist. There are 10 ranks of angels each created either by God's or the next higher angel rank's contemplation of themselves. The contemplation of the lowest rank of angels creates our world.
The nub of this is that the world is top down. The ideal is at the pyramid of existence and goodness derives its meaning from the top. Levy contrasts this with the new conception of the Internet. The lowest rank which is our world can create a new world above it. In our case, it is the lowest level of connectivity of the Internet. This new world is good in so far as it enables the inhabitants of our world to flourish. The lowest levels in cyberspace can create higher levels of existence with no limits on the number of levels which corresponds to the ranks of angels. Goodness flows up these levels from the real world in direct contrast to Catholic theology. Another view on this can be found in, 'The Religion of Technology' by David F. Noble. This book traces the origin of the Internet and the attitudes of its developers to Protestant theology. Instead of goodness entering the world through God's omnipotence, Protestants believe that they are required to build God's kingdom in this world. The drive in northern Europe for technological enhancements to life derives from this.
These two books support each other. Levy offers this Internet world as an ideal and contrasts it with the Catholic ideal. Noble examines it as an historical process and notes its derivation from Protestantism.
These are two very interesting books.
Personal, Social, and Knowledge Space.......2000-04-08
This dude is a heavy hitter, and it says a lot that this one made it over the water from the French original. Clearly a modern day successor to Jacques Ellul (The Technological Society) and before him Pierre Teilhard de Chardin. Levy begins with the premise that the prosperity of any nation or other entity depends on their ability to navigate the knowledge space, and the corollary proposition that the knowledge space will displace the spaces of the (natural) earth, (political) territory, or (economic) commodity. He is acutely conscious of the evil of power, and hopes that collective intelligence will negate such power. He ends with a warning regarding our construction of the ultimate labyrinth, cyberspace, where we must refine the architecture in support of freedom, or lose control of cyberspace to power and the evil that power brings with it.
the review of Collective Intelligence.......1999-03-17
In the book, Collective Intelligence, by Pierre Levy, is shows that mankind is emerging into a world of computer life. The book was rather dry in some points and other then that it was well written. The writer gave a good and strong introduction to collective intelligence. First Levy tells about the ethics of collective intelligence and whether it is a necessary thing. Next he discusses the economy of collective intelligence and how with the growth of technology it is forcing people to abandon their homes, cultures, languages, and even destroying the conventional ideas of a community. He goes on to talk about the technology of collective intelligence and how it is altering life, matter, information, and human communities.
Levy explores the emergence of cyberspace as it effects us in a world of reality and the real world. Levy goes on to discuss a world where man is not ruled by machines. Levy talks about how cyberspace influences people and how it will change and alter people's lives. Levy tells about how with the Internet grows and emerges in people's lives the concept of the individual's idea will change into the concept of a group of minds that will connect over the Internet and come up with new ideas instead of the individual's.
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