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

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

44. IB BOOTSTRAP INSTITUTE 44 Co-Evolution Collective Intelligence Bootstrapping Co-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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