On ‘Big Mind’ Thinking: A Collective Intelligence ‘Paradigm’ For Our Time? – Part 3 of 3

Building on ‘mindset shifts’: From ‘thinking’ to ‘doing’

Circumstances are frequently trendsetters. Effectively bypassing ‘hype-cycles’, greater investment and understanding of artificial intelligence (AI), automation, machine learning (ML), and what those types of approaches to technologies can realistically deliver, has substantial value. When harnessed on robustly tested, well-proven and evidence-based paths, these approaches to technologies provide tangible results and outputs, forming highly desirable effects and outcomes advanced by engineering technique.

These Collective Intelligence enablers offer us several valuable tools, extending to  us their toolboxes and their attendant ‘toolsets’, for comprehensive utilization. This applies both when they are deployed individually and when employed more collectively and collaboratively across the ‘ways’, ‘means’, and ‘ends’ of variously scaled projects; as well as when conducting various operations and accomplishing strategic-level ‘missions’.[1] Simultaneously, major features pertaining to the significant watchwords of ‘agility’, ‘flexibility’ and ‘interoperability’ are further discernible.

Extending ways ahead

In the future, we will be better able to generate the breadth and depth of possibilities and opportunities. Only when our different options are increasingly laid out before us, offering greater degrees of ‘choice’ for being seized, can we move together towards more reflexive (and reflective), sophisticated, and advanced realms of further resilient and sustainable activity.

Those modes of activity extend beyond merely just more instantly grasped ‘hammers and nails’ directions, towards addressing the challenges of both today and those anticipated in the fast-approaching future. Most ideally, strategic management methods prevail over greater crisis management approaches.[2]

Extended proactive engagement with Collective Intelligence and the willingness to adopt critical yet constructive ‘big minds’, allows pathways for both ‘thinking’ and actual, more practical ‘doing’ to strive further, resulting in the better scoping of ‘unknowns’.

Reaching up from its more specialist roots, Collective Intelligence also becomes more generally applicable to a broader range of stakeholders and shareholders brought onboard via wider co-creative movements. Improved facilitation is thereby heralded between and across enterprises.

Ultimately, as Parts 1 & 2 of this blog post have also illustrated, adopting a ‘Big Mind’[3] is apt for today’s world, and, as it continues to evolve, an appropriate Collective Intelligence ‘paradigm’ for our time.

Dr. Adam D.M. Svendsen, PhD. is an international intelligence and defense strategist, researcher, educator, analyst and consultant.

[1] See, for example, as discussed in the chapters throughout H.L. Larsen, J.M. Blanco, R. Pastor Pastor, and R.R. Yager (eds.), Using Open Data to Detect Organized Crime Threats: Factors Driving Future Crime (London: Springer, 2017); see also A. Farrell, ‘Five ways that AIoT delivers value to utilities’, SAS Voices blog (14 September 2018) – via: <https://blogs.sas.com/content/sascom/2018/09/14/five-ways-that-aiot-delivers-value-to-utilities/> (accessed: September 2018).

[2] A.D.M. Svendsen, Intelligence Engineering: Operating Beyond the Conventional (New York: Rowman & Littlefield / Security and Professional Intelligence Education Series – SPIES, 2017), p.106; see also D. Kahneman, Thinking, Fast and Slow (London: Allen Lane, 2011).

[3] G. Mulgan, Big Mind: How Collective Intelligence can Change Our World (Oxford: Princetown University Press, 2018).

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