Collective Information Processing and Pattern Formation in Swarms, Flocks and Crowds
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A Complex Adaptive Systems Perspective to Appreciative Inquiry: a Theoretical Analysis Payam Saadat George Fox University
http://journals.sfu.ca/abr ADVANCES IN BUSINESS RESEARCH 2015, Volume 6, pages 1-13 A Complex Adaptive Systems Perspective to Appreciative Inquiry: A Theoretical Analysis Payam Saadat George Fox University Appreciate inquiry is utilized to facilitate organizational change by encouraging stakeholders to explore positives and generative capacities within their organization. In the literature, analysis of the effectiveness of AI is confined to psychological and managerial explanations such as highlighting the promotion of positive mindset and collective organizational planning. This paper will discuss a complex adaptive systems (CAS) perspective and present a new model for understanding the functionality of AI. The emphasis of this paper is placed on exploring the effects of AI on the behavior and interactions of agents/employees related to how they cope with change. An analysis of AI’s functionality through the lens of CAS reveals two critical insights: a) AI enhances adaptability to change by strengthening communication among agents, which in turn fosters the emergence of effective team arrangements and a more rapid collective response to change and b) AI possesses the potential to generate a collective memory for social systems within an organization. Furthermore, a systematic analysis of AI indicates a close connection between this method and CAS-based styles of management. This paper concludes by suggesting that AI might represent a potential method with the capacity to place organizational teams at the edge of chaos. Keywords: appreciative inquiry, organizational change, management, complex adaptive systems, edge of chaos Introduction In today’s fast-paced world where the fluctuating preferences of consumers, the growth in the global web of interdependence, and technological advancements guide the co-evolving relationship between the dominant business environment and the social systems within its domain, an organization’s capacity to cope with change in a timely manner determines its survival (Hesselbein & Goldsmith, 2006; Macready & Meyer, 1999; Senge, 2006). -
Individual and Collective Information Acquisition: an Experimental Study
Individual and Collective Information Acquisition: An Experimental Study∗ P¨ellumb Reshidi† Alessandro Lizzeri‡ Leeat Yariv§ Jimmy Chan¶ Wing Suen‖ September 2020 Abstract Many committees|juries, political task forces, etc.|spend time gathering costly information before reaching a decision. We report results from lab experiments focused on such information- collection processes. We consider decisions governed by individuals and groups and compare how voting rules affect outcomes. We also contrast static information collection, as in classical hypothesis testing, with dynamic collection, as in sequential hypothesis testing. Generally, out- comes approximate the theoretical benchmark and sequential information collection is welfare enhancing relative to static collection. Nonetheless, several important departures emerge. Static information collection is excessive, and sequential information collection is non-stationary, pro- ducing declining decision accuracies over time. Furthermore, groups using majority rule yield especially hasty and inaccurate decisions. ∗We thank Roland Benabou, Stephen Morris, Salvo Nunnari, and Wolfgang Pesendorfer for very helpful discussions and feedback. We gratefully acknowledge the support of NSF grants SES-1629613 and SES-1949381. †Department of Economics, Princeton University [email protected] ‡Department of Economics, Princeton University [email protected] §Department of Economics, Princeton University [email protected] ¶Department of Economics, The Chinese University of Hong Kong [email protected] ‖Faculty of Business and Economics, University of Hong Kong [email protected] 1 1 Introduction 1.1 Overview Juries, boards of directors, congressional and university committees, government agencies such as the FDA or the EPA, and many other committees spend time deliberating issues before reaching a decision or issuing a recommendation. An important component of such collective decisions is the acquisition of information. -
Some Worries About the Coherence of Left-Libertarianism Mathias Risse
John F. Kennedy School of Government Harvard University Faculty Research Working Papers Series Can There be “Libertarianism without Inequality”? Some Worries About the Coherence of Left-Libertarianism Mathias Risse Nov 2003 RWP03-044 The views expressed in the KSG Faculty Research Working Paper Series are those of the author(s) and do not necessarily reflect those of the John F. Kennedy School of Government or Harvard University. All works posted here are owned and copyrighted by the author(s). Papers may be downloaded for personal use only. Can There be “Libertarianism without Inequality”? Some Worries About the Coherence of Left-Libertarianism1 Mathias Risse John F. Kennedy School of Government, Harvard University October 25, 2003 1. Left-libertarianism is not a new star on the sky of political philosophy, but it was through the recent publication of Peter Vallentyne and Hillel Steiner’s anthologies that it became clearly visible as a contemporary movement with distinct historical roots. “Left- libertarian theories of justice,” says Vallentyne, “hold that agents are full self-owners and that natural resources are owned in some egalitarian manner. Unlike most versions of egalitarianism, left-libertarianism endorses full self-ownership, and thus places specific limits on what others may do to one’s person without one’s permission. Unlike right- libertarianism, it holds that natural resources may be privately appropriated only with the permission of, or with a significant payment to, the members of society. Like right- libertarianism, left-libertarianism holds that the basic rights of individuals are ownership rights. Left-libertarianism is promising because it coherently underwrites both some demands of material equality and some limits on the permissible means of promoting this equality” (Vallentyne and Steiner (2000a), p 1; emphasis added). -
Chapter 17: Social Change and Collective Behavior
CHAPTER 17 SocialSocial ChangeChange andand CollectiveCollective BehaviorBehavior 566 U S Your Sections I Sociological N Imagination 1. Social Change G 2. Theoretical Perspectives on Social Change hen you see photos or films showing the Plains Indians of the 3. Collective Behavior WOld West—Sioux, Crow, and so forth—what do you think about the culture 4. Social Movements of those Native Americans? If you’re like most of us, you may assume that it had re- mained unchanged for many centuries—that these people dressed and acted in exactly Learning Objectives the same way as their ancestors. We often assume that nonindustrial soci- eties such as these stand still over time. After reading this chapter, you will be able to Actually, though, sociology teaches us that change comes to all societies. Whether by ❖ illustrate the three social processes that borrowing from other cultures, discovering contribute to social change. new ways of doing things, or creating inven- ❖ discuss how technology, population, nat- tions that ripple through society, all peoples ural environment, revolution, and war experience social change. cause cultures to change. Let’s return to the example of the Plains Indians. You may picture these tribes as ❖ describe social change as viewed by the fierce, buffalo-hunting warriors. Perhaps im- functionalist and conflict perspectives. ages of Sitting Bull and Crazy Horse astride ❖ discuss rumors, fads, and fashions. fast horses attacking Custer come to mind, ❖ compare and contrast theories of crowd leading you to think that their ancestors for centuries had also ridden horses. In fact, behavior. horses were a relatively recent introduction ❖ compare and contrast theories of social to Plains Indian culture in the 1800s. -
Conventional Wisdom – Benefits and Consequences of Annealing Understanding of Engineering Principles
EE 508 Lecture 40 Conventional Wisdom – Benefits and Consequences of Annealing Understanding of Engineering Principles by Randy Geiger Iowa State University Conventional Wisdom: Conventional wisdom is the collective understanding of fundamental engineering concepts and principles that evolves over time through interactions of practicing engineers around the world Conventional Wisdom: • Guides engineers in daily practice of the Profession • Widely use to enhance productivity • Heavily emphasized in universities around the world when educating next-generation engineers • Often viewed as a fundamental concept or principle • Validity of conventional wisdom seldom questioned Are Conventional Wisdom and Fundamental Concepts and Principles Always Aligned? Much of Society till Pythagoras 520BC 1200AD to 1600AD and later Aristotle 300BC http://greenfunkdan.blogspot.com/2008/11/csiro-warns-of-climate-change-doomsday.html http://www.christiananswers.net/q-aig/aig-c034.html Sometimes the differences can be rather significant ! Conventional wisdom, when not correctly representing fundamental principles, can provide conflicting perceptions or irresolvable paradoxes Are Conventional Wisdom and Fundamental Concepts always aligned in the Microelectronics Field ? Are Conventional Wisdom and Fundamental Concepts always aligned in the Microelectronics Field ? Records of • Conventional Wisdom • Fundamental Concepts Conventional Wisdom • Occasional Oversight of Error • Key information embedded in 13 tremendous volume of materials (noise) Do Conventional Wisdom -
Society Persuasion In
PERSUASION IN SOCIETY HERBERT W. SIMONS with JOANNE MORREALE and BRUCE GRONBECK Table of Contents List of Artwork in Persuasion in Society xiv About the Author xvii Acknowledgments xix Preface xx Part 1: Understanding Persuasion 1. The Study of Persuasion 3 Defining Persuasion 5 Why Is Persuasion Important? 10 Studying Persuasion 14 The Behavioral Approach: Social-Scientific Research on the Communication-Persuasion Matrix 15 The Critical Studies Approach: Case Studies and “Genre-alizations” 17 Summary 20 Questions and Projects for Further Study 21 2. The Psychology of Persuasion: Basic Principles 25 Beliefs and Values as Building Blocks of Attitudes 27 Persuasion by Degrees: Adapting to Different Audiences 29 Schemas: Attitudes as Knowledge Structures 32 From Attitudes to Actions: The Role of Subjective Norms 34 Elaboration Likelihood Model: Two Routes to Persuasion 34 Persuasion as a Learning Process 36 Persuasion as Information Processing 37 Persuasion and Incentives 38 Persuasion by Association 39 Persuasion as Psychological Unbalancing and Rebalancing 40 Summary 41 Questions and Projects for Further Study 42 3. Persuasion Broadly Considered 47 Two Levels of Communication: Content and Relational 49 Impression Management 51 Deception About Persuasive Intent 51 Deceptive Deception 52 Expression Games 54 Persuasion in the Guise of Objectivity 55 Accounting Statements and Cost-Benefit Analyses 55 News Reporting 56 Scientific Reporting 57 History Textbooks 58 Reported Discoveries of Social Problems 59 How Multiple Messages Shape Ideologies 59 The Making of McWorld 63 Summary 66 Questions and Projects for Further Study 68 Part 2: The Coactive Approach 4. Coactive Persuasion 73 Using Receiver-Oriented Approaches 74 Being Situation Sensitive 76 Combining Similarity and Credibility 79 Building on Acceptable Premises 82 Appearing Reasonable and Providing Psychological Income 85 Using Communication Resources 86 Summary 88 Questions and Projects for Further Study 89 5. -
Collective Behaviour
COLLECTIVE BEHAVIOUR DEFINED COLLECTIVE BEHAVIOUR • The term "collective behavior" was first used by Robert E. Park, and employed definitively by Herbert Blumer, to refer to social processes and events which do not reflect existing social structure (laws, conventions, and institutions), but which emerge in a "spontaneous" way. Collective Behaviour defined • Collective behaviour is a meaning- creating social process in which new norms of behaviour that challenges conventional social action emerges. Examples of Collective Behaviour • Some examples of this type of behaviour include panics, crazes, hostile outbursts and social movements • Fads like hula hoop; crazes like Beatlemania; hostile outbursts like anti- war demonstrations; and Social Movements. • Some argue social movements are more sophisticated forms of collective behaviour SOCIAL MOVEMENTS • Social movements are a type of group action. They are large informal groupings of individuals and/or organizations focused on specific political or social issues, in other words, on carrying out, resisting or undoing a social change. CBs and SMs 19th C. ROOTS • Modern Western social movements became possible through education and the increased mobility of labour due to the industrialisation and urbanisation of 19th century societies Tilly’s DEFINITION SM • Charles Tilly defines social movements as a series of contentious performances, displays and campaigns by which ordinary people made collective claims on others [Tilly, 2004].]: Three major elements of SMs • For Tilly, social movements are a major vehicle for ordinary people's participation in public politics [Tilly, 2004:3]. • He argues that there are three major elements to a social movement [Tilly, 2004 THREE ELEMENTS OF SMs 1. Campaigns: a sustained, organized public effort making collective claims on target authorities; 2. -
COLLECTIVE ACTION FEDERALISM: a GENERAL THEORY of ARTICLE I, SECTION 8 Robert D
COLLECTIVE ACTION FEDERALISM: A GENERAL THEORY OF ARTICLE I, SECTION 8 Robert D. Cooter* & Neil S. Siegel** The Framers of the United States Constitution wrote Article I, Section 8 in order to address some daunting collective action problemsfacing the young na- tion. They especially wanted to protect the states from military warfare by fo- reigners andfrom commercial warfare against one another. The states acted in- dividually when they needed to act collectively, and Congress lacked power under the Articles of Confederation to address these problems. Section 8 thus au- thorized Congress to promote the "general Welfare" of the United States by tack- ling many collective actionproblems that the states could not solve on their own. Subsequent interpretationsof Section 8, both outside and inside the courts, often have focused on the presence or absence of collective action problems in- volving multiple states-but not always. For example, the Supreme Court of the United States, in trying to distinguish the "truly national" from the "truly local" in the context of the Commerce Clause, United States v. Morrison, 529 U.S. 598, * Herman Selvin Professor of Law, University of California at Berkeley. ** Professor of Law and Political Science, Duke University School of Law. I dedicate this Article to the loving memory of my mother, Sharon Ruth Siegel, for giving me life-and a whole lot more. For illuminating comments, we thank Jack Balkin, Sara Beale, Stuart Benjamin, Joseph Blocher, Curtis Bradley, Geoffrey Brennan, Samuel Buell, Erwin Chemerinsky, Jesse Cho- per, Eric Freedman, Philip Frickey, Barry Friedman, Jamal Greene, Daniel Greenwood, Grant Hayden, Laurence Helfer, Don Herzog, Roderick Hills, Donald Horowitz, John Inazu, Margaret Lemos, Anne Joseph O'Connell, Sanford Kadish, Richard Lazarus, Margaret Le- mos, Paul Mishkin, Julian Mortenson, Michael Munger, Richard Pildes, Eric Posner, Robert Post, H. -
Memetic Media and Collective Identity Through Streamer Performance on Twitch
Selected Papers of #AoIR2020: The 21st Annual Conference of the Association of Internet Researchers Virtual Event / 27-31 October 2020 “I’VE GOTTA DO IT FOR THE BIT”: MEMETIC MEDIA AND COLLECTIVE IDENTITY THROUGH STREAMER PERFORMANCE ON TWITCH Nathan J Jackson School of the Arts and Media, UNSW Sydney Videogame livestreamers on the platform Twitch present a carefully curated version of themselves negotiated in part via interactions with their viewers. This persona is encoded not just through their live performance, but also through other platform features including streamer-specific emoticons (emotes) and audio-visual overlays triggered by stream events such as donations and subscriptions (alerts). From these customisable features emerges a complicated feedback loop between the streamer and non-streamer participants that ultimately results in a set of collective values performed and refined by both parties over time. In this paper I interrogate how the incorporation of Internet memes into streaming personas creates accessible avenues for communication with and between members of this collective that contribute significantly to this value system. Memes operate based on a core duality between commitment to a fixed set of properties and creative variation – this duality has been referred to using several different terminologies (see Wiggins & Bowers, 2015; Milner, 2016; Phillips & Milner, 2018). As such, there is a necessary plurality to memes considering their diverse manifestations, as emphasised by Limor Shifman’s (2014) definition of the term. This complicates the meaning-making process of memes as they carry not just the intended value of each manifestation’s creator, but also the latent values of the meme template and the referent texts. -
Threshold Models of Collective Behavior!
Threshold Models of Collective Behavior! Mark Granovetter State University of New York at Stony Brook Models of collective behavior are developed for situations where actors have two alternatives and the costs and/or benefits of each depend on how many other actors choose which alternative. The key concept is that of "threshold": the number or proportion of others who must make one decision before a given actor does so; this is the point where net benefits begin to exceed net costs for that particular actor. Beginning with a frequency distribution of thresholds, the models allow calculation of the ultimate or "equilibrium" number making each decision. The stability of equilibrium results against various possible changes in threshold distributions is considered. Stress is placed on the importance of exact distributions for outcomes. Groups with similar average preferences may generate very different results; hence it is hazardous to infer individual dispositions from aggregate outcomes or to assume that behavior was directed by ultimately agreed-upon norms. Suggested applications are to riot behavior, innovation and rumor diffusion, strikes, voting, and migra tion. Issues of measurement, falsification, and verification are dis cussed. BACKGROUND AND DESCRIPTION OF THE MODELS Because sociological theory tends to explain behavior by institutionalized norms and values, the study of behavior inexplicable in this way occupies a peripheral position in systematic theory. Work in the subfields which embody this concern-deviance for individuals and collective behavior for groups-often consists of attempts to show what prevented the established patterns from exerting their usual sway. In the field of collective behavior, one such effort involves the assertion that new norms or beliefs "emerge" 1 This report is heavily indebted to three co-workers. -
The Cognitive Mechanisms Underlying Information Cascades
1 Wise or mad crowds? The cognitive mechanisms underlying 2 information cascades 1 1;2 3 Alan N. Tump ([email protected]), Tim Pleskac , Ralf H. J. M. Kurvers1 1Max Planck Institute for Human Development, Center for Adaptive Rationality, Lentzeallee 94, 14195 Berlin, Germany 2University of Kansas, Department of Psychology, Jayhawk Blvd, Lawrence, KS 66045, USA 4 November 26, 2019 5 Abstract 6 Whether getting vaccinated, buying stocks, or crossing streets, people rarely 7 make decisions alone. Rather, multiple people decide sequentially, setting the stage 8 for information cascades whereby early-deciding individuals can influence others' 9 choices. To understand how information cascades through social systems, it is es- 10 sential to capture the dynamics of the decision-making process. We introduce the 11 social drift-diffusion model to capture these dynamics. We tested our model using 12 a sequential choice task. The model was able to recover the dynamics of the social 13 decision-making process, accurately capturing how individuals integrate personal 14 and social information dynamically over time and when they timed their decisions. 15 Our results show the importance of the interrelationships between accuracy, con- 16 fidence, and response time in shaping the quality of information cascades. The 17 model reveals the importance of capturing the dynamics of decision processes to 18 understand how information cascades in social systems, paving the way for appli- 19 cations in other social systems. 20 21 Keywords: collective intelligence, information cascades, sequential decision-making, social 22 information, confidence, herding, conformity, social impact, collective behaviour 23 Main 24 In many situations|be they financial investments, consumer choices, or simply crossing the street| 25 one is generally not making a decision alone. -
Collective Bargaining Agreement Between City of Bend and the Bend Police Association 2019-2022
COLLECTIVE BARGAINING AGREEMENT BETWEEN CITY OF BEND AND THE BEND POLICE ASSOCIATION 2019-2022 City of Bend and Bend Police Association Collective Bargaining Agreement 2019-2022 TABLE OF CONTENTS Section One. Recognition ...............................................................................................................4 Section Two. Check-Off/Payroll Deductions ................................... .............................................. 5 Section Three. Employee Rights ..................................................................................................... 5 Section Four. Management Rights ........ .......................................................................................... 6 Section Five. City Security ............................................................................................................. 6 Section Six. Association Business .................................................................................................. 6 Section Seven. Association Bargaining Team ................................................................................ 7 Section Eight. Special Conferences ................................................................................................ 7 Section Nine. Personnel Manual/Agreement .................................. ........... ................ ..................... 7 Section Ten. Bulletin Board .............................................................. .......................................... .. .. 7 Section Eleven. Outside