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antropologiaNet, dataviz, collective intelligence, algorithms, social learning, social change, digital humanities
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The Emerging Science of Human-Data Interaction | #bigdata #HDI

The Emerging Science of Human-Data Interaction | #bigdata #HDI | e-Xploration | Scoop.it
The rapidly evolving ecosystems associated with personal data is creating an entirely new field of scientific study, say computer scientists. And this requires a much more powerful ethics-based infrastructure.
luiy's insight:

... Richard Mortier at the University of Nottingham in the UK and a few pals say the increasingly complex, invasive and opaque use of data should be a call to arms to change the way we study data, interact with it and control its use. Today, they publish a manifesto describing how a new science of human-data interaction is emerging from this “data ecosystem” and say that it combines disciplines such as computer science, statistics, sociology, psychology and behavioural economics.

 

They start by pointing out that the long-standing discipline of human-computer interaction research has always focused on computers as devices to be interacted with. But our interaction with the cyber world has become more sophisticated as computing power has become ubiquitous, a phenomenon driven by the Internet but also through mobile devices such as smartphones. Consequently, humans are constantly producing and revealing data in all kinds of different ways.

 

Mortier and co say there is an important distinction between data that is consciously created and released such as a Facebook profile; observed data such as online shopping behaviour; and inferred data that is created by other organisations about us, such as preferences based on friends’ preferences.


Original Article : http://arxiv.org/abs/1412.6159

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Rescooped by luiy from LeadershipABC
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Managing #Complexity: The Battle Between #Emergence And #Entropy | #cybernetics

Managing #Complexity: The Battle Between #Emergence And #Entropy | #cybernetics | e-Xploration | Scoop.it

The business news continues to be full of stories of large companies getting into trouble in part because of their complexity. 


So what is a leader to do when faced with a highly complex organisation and a nagging concern that the creeping costs of complexity are starting to outweigh the benefits?


Via Kenneth Mikkelsen
luiy's insight:

1. There is a design process –the allocation of roles and responsibilities through some sort of top-down master plan. We all know how this works.

 

2. There is an emergent process – a bottom-up form of spontaneous interaction between well-intentioned individuals, also known as self-organising. This has become very popular in the field of management, in large part because it draws on insights from the world of nature, such as the seemingly-spontaneous order that is exhibited by migrating geese and ant colonies. Under the right conditions, it seems, individual employees will come together to create effective coordinated action. The role of the leader is therefore to foster “emergent” order among employees without falling into the trap of over-engineering it.

 

3. Finally, there is an entropic process – the gradual trending of an organisational system towards disorder. This is where it gets a bit tricky. The disciples of self-organising often note that companies are “open systems” that exchange resources with the outside world, and this external source of energy is what helps to renew and refresh them. But the reality is that most companies are only semi-open. In fact, many large companies I know are actually pretty closed to outside influences. And if this is the case, the second law of thermodynamics comes into effect, namely that a closed system will gradually move towards a state of maximum disorder (i.e. entropy).

 

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Olivier Arnould's curator insight, December 1, 2013 3:40 AM

Une approche intéressante des organisations...