The document discusses how organizations can improve their collective intelligence and capabilities through bootstrapping. It proposes that organizations form improvement communities and networked improvement communities to share best practices, lessons learned, and work towards common goals and challenges. These improvement communities would focus on activities that directly improve customer-facing work (A), activities that improve those customer activities (B), and activities that improve the improvement activities (C). By bringing together organizations working on similar challenges, improvement can be accelerated. The document also discusses creating a "bootstrap alliance" to further support improvement communities in boosting collective capabilities through open-source collaboration and pushing the boundaries of what is possible.
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– 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
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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
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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
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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
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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
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Your Org??
The World’s Organizations in
Human-Tool Space
Tool System Utilization
HumanSystemDevelopment
20 Years
20Years
Anticipatable
Today
1
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• 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:
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Outposts on the
Co-Evolution Frontier
20 Years
20Years
Anticipatable
Today
Tool System Utilization
HumanSystemDevelopment
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Going After the Opportunities
Collective
Intelligence
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Collective
Intelligence
Co-Evolution
Frontier
Co-Evolution
Frontier
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Going After the Opportunities
Collective
Intelligence
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Co-Evolution
Frontier
Collective
Intelligence
Collective
Intelligence
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… depend on
collective knowledge
People Working Together
Mtg
Records
Plans
Reports
Intel
Commentary
Rationale
Proposals
Email
Contracts
Lessons
Learned
Source
Code
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Core Capabilities for
Collective Intelligence
Concurrent
Development
Integration and
Application of
Knowledge
Well beyond the current publish/consume paradigm
“CoDIAK”
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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
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Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Co-Evolution
Frontier
Collective
Intelligence
Collective
Intelligence
Collective
Intelligence
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• 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
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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 ...
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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
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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
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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
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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
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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
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ABCs of
Improvement
Going After the Opportunities
Collective
Intelligence
Co-Evolution
Frontier
BootstrappingBootstrapping
Improvement
Communities
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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
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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
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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.
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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.”
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A Key Utilization for
High Performance Support Teams
• Support a larger, “conventionally capable”
community, organization, or project team.
• Facilitate the CoDIAK processes associated with
developing and maintaining its Dynamic
Knowledge Repository.
• Special strategic value if HPASTs focus on the
CoDIAK “Integration” processes, toward making
significant improvements in the effectiveness for
“very heavy types of collective knowledge work.”
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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.
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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?
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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
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Bootstrapping Our
Collective Intelligence
RECAP:
Study Aid – Summary slides assembled
for learner’s convenience after the lecture
was presented.
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– 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
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Going After the Opportunities
Collective
Intelligence
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Collective
Intelligence
Co-Evolution
Frontier
Co-Evolution
Frontier
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Going After the Opportunities
ABCs of
Improvement
Improvement
Communities
Bootstrapping
Co-Evolution
Frontier
Collective
Intelligence
Collective
Intelligence
Collective
Intelligence
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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