The document discusses how crowdsourcing can be used to generate great ideas but also the challenges involved in evaluating contributions and making decisions in large groups. It notes that while experts are often the first choice, they may not be accessible. Voting systems have limitations and more complex models are needed. The document argues that with the right assumptions and processes in place, crowds can be used effectively without things ending poorly, as organizational structures are shaped by outdated views of transaction costs.
7. OUR ORGANIZATIONS ARE SHAPED BY (OLD)
ASSUMPTIONS ABOUT TRANSACTION COSTS
Ronald Coase
“Given that production could be
carried on without any organization
that is, firms at all, why and under
what conditions should we expect
firms to emerge?”
About 75 years ago
8. THE LAST TIME WE TEAMED UP
THINGS WENT WELL (BUT WE CAN DO BETTER)
Alex F. Osborn (the O in BBDO)
“When it comes to thinking, let’s
try to act as if we were two
people – at one time, a thinker
upper, a producer of ideas; at
another, a weigher of ideas”
About 65 years ago
18. WHEN YOU WORK WITH 1000 PEOPLE
HOW DO YOU SEE WHO IS DOING THE WORK?
Aaron Swartz
“…insiders account for the vast majority of
edits. But it’s the outsiders who provide
nearly all of the content.”
About 6 years ago
Commenting on his analysis of who creates Wikipedia.