Smart Cities, Smart Citizens and Smart Decisions

Smart Ci)es, Smart Ci)zens and Smart Decisions

December 11, 2015 Martha G Russell

mediaX at Stanford University

Overview •  A perfect Storm for Change and TransformaGon

–  Urban Beyond Measure –  Data is the New Gold –  Trends ImpacGng Smart Environments

•  Human Dimension of “Smart CiGes” –  Smart People Make Smart Decisions –  Partnership of People and Technology

•  Shared Vision of the Commons –  Homo narraGve – Why Stories MaTer –  RelaGonal Capital in innovaGon Ecosystems

•  QuesGons for the Future

VISION 3.51 nauGcal miles The half-‐century KondraGev cycle Academic producGon 11 years -‐ pharma to 11 seconds -‐ social media 5-‐20 years for future of Smart CiGes

OUR SITUATION IS URGENT The relaGonships between producGvity, people and place are in flux. Boundaries are blurred– employee / employer, work / leisure, office / home, personal / professional. CommuniGes and Commons have personal rather than geographical definiGons Changing responsibiliGes call for complex new skills. Learning is conGnuous. Work and workspaces are redefined.

We Have Survived Previous

TransformaGons

2 – 4 – 8 – 16 -‐ ? Zero

PrinGng

. . . to this. From this . . .

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Educa)on -‐ -‐ -‐ Business -‐ -‐ -‐ Entertainment Context and Control for Personal Empowerment at Scale

•  Smart CiGes, Smart People, Smart Living, Smart Working and Learning

•  Personalized Data Will Include Context and Social Intelligence

•  ExponenGal AugmentaGon of Human PotenGal




•  Shared Vision of the Commons –  Homo narraGve – why stories maTer –  RelaGonal Capital in innovaGon Ecosystems


Data is the New GOLD! Abundant Opportunity

Abundance Depends on Empowerment

Smart CiGes are Data Systems

CompuGng Infrastructure hTp://www.vaqueronet.com/colocaGng.php

hTp://www.alpheuscommunicaGons.com

Service Operations

hTp://mashable.com/2009/04/30/facebook-‐friends-‐page/

USERS & Social Networks

Technology Infrastructure and Support

Sensors, data, algorithms, compuGng plahorm, content, human behavior, value

√ Smart CiGes are People Systems Sensor and data ecosystems, their plahorms, devices and APIs exist in the context of People and CommuniGes

Smart CiGes Are IdenGty Systems

Smart (sensor-‐based) Services and InteracGve Experiences Contain

Embedded Code

Across the Spectrum of Data-‐rich Environments in

Learning, Commerce and Entertainment

Apps and Systems Learn About Their Users and Promote EmoGonal Bonds

IntenGon Drives the Value

Context Drives Meaning of Data

People organize by

Ideas InspiraGon Opportunity Meaning Velocity Trust

Technology Access

Dawn of New User Ecosystems

Agents Events Impact

Coalitions

Shared Vision

TransformaGon

Iterative Alignment

Interact & Feedback

Co-Create Value Through Context, Culture, Capital

Shared Vision Transforms

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Russell, M.G., Still, K., Huhtamäki, J., and Rubens, N., “Relational Capital for Shared Vision in Innovation Ecosystems,” in Gebhardt, C., and Meig, H.A. (Eds.), Special Issue: The Spatial Dimension of Innovation: Triple Helix and the City, Triple Helix Journal, Forthcoming.

Partnership of People and Technology EvoluGon toward device-‐level control,

real-‐Gme, all-‐the-‐Gme learning

Observe

Situation Assessment

Determine Objectives

Generate Alternate Plans

Project Probable Outcomes

Select Best Plan

Communicate & Implement Plan

Validate & Improve Model

adapted from Hayes-‐Roth, 2006

Smart CiGes Are Decision Systems And need conGnuously improving “Decision Processes”

Smart Ci)es are Decision Systems Need CorrecGve CogniGve “Lenses”




•  Shared Vision of the Commons –  Homo narraGve – why stories maTer –  RelaGonal Capital in innovaGon Ecosystems


The ‘Commons’ and a Common Set of Problems

Elinor Ostrom Governing the Commons The commons is a general term for shared resources in which each stakeholder has an equal interest. Studies on the commons include the informaGon commons with issues about public knowledge, the public domain, open science, and the free exchange of ideas.

All efforts to organize collecGve acGon, whether by an external ruler, an entrepreneur, or a set of principals who wish to gain collecGve benefits, must address a common set of problems.” Coping with free-‐riding; Solving commitment problems,; Arranging for the supply of new insGtuGons ; Monitoring individual compliance with sets of rules Ostrom found that groups that are able to organize and govern their behavior successfully are marked by the following design principles: §  Group boundaries are clearly defined. §  Rules governing the use of collecGve goods are well matched to local needs and condiGons. §  Most individuals affected by these rules can parGcipate in modifying the rules. §  The rights of community members to devise their own rules is respected by external authoriGes. §  A system for monitoring member's behavior exists; the community members themselves undertake this monitoring. §  A graduated system of sancGons is used. §  Community members have access to low-‐cost conflict resoluGon mechanisms. §  Commons are parts of larger systems: appropriaGon, provision, monitoring, enforcement, conflict resoluGon, and governance acGviGes

are organized in mulGple layers of nested enterprises.

Homo NarraGve Sense-‐Making Mandate

•  The listener’s brain determines how a story is heard

•  Influence by –  framing – parGcipaGon

Put ME in the Story hTp://uphillwriGng.org/wp-‐content/uploads/2011/11/Reality-‐Mirror.gif

Sensemaking and Storytelling

The Way We USED to Think About Organizations New OrganizaGonal Chart Based on RelaGonships

Relationship-Focused Co-Creation Infrastructure

Stakeholder Infrastructure = RelaGonships

(Interlocked through key people – informa7on flow, norms, mental models.(Davis,1996)

Alumni Entrepreneurial Leadership Networks

The unique culture at Stanford: Is strongly oriented toward world-class research

Expects socially-conscious, business-relevant intellectual leadership - at every level of its research, education, and service Facilitates frequent and fluid interaction with the business community Respects contributions from non-academic colleagues Fosters expectation that alumni will become innovators

Deep Knowledge with Wide Applicability IN THE HEART OF SILICON VALLEY

IN A CULTURE OF RAPID ITERATION, WHERE DISRUPTION IS CELEBRATED, WHERE TALENT, INFORMATION & CAPITAL RESOURCES FLOURISH THE ISSUE IS NOT THE RATE OF TECHNOLOGY TRANSFER

THE ISSUE IS THE EFFECTIVENESS OF INNOVATION AND KNOWLEDGE TRANSFER WE CALL THIS “COLLABORATIVE DISCOVERY”

The mediaX approach WORK ON BOLD IDEAS WITH BUSINESS, TEST SUCCESS/FAILURE CONDITIONS, ITERATE RESULTS QUICKLY, TRANSFER INSIGHTS AT EVERY STAGE

at S T A N F O R D U N I V E R S I T Y

H-STAR

HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE

mediaX at Stanford University

Ecosystem for Discovery CollaboraGons

CSLI

Eng

EE Psy

Ed

SSP

SCIL

SUMMIT

PBLL

GSB

Ling CHIMe

Art

Discovery Collaborations Span Stanford Labs

School of Education; Education and Learning Sciences

Digital Art Center

Graduate School Of Business

Communication Between Humans and Interactive Media

Stanford Center for Innovations in Learning

Project Based Learning Laboratory

Symbolic Systems Program

Engineering & Product

Design

Center for the Study Of Language & Information

Stanford University Medical Media & Information Technology

Computer Science

Psychology

Linguistics

Phil

Philosophy

Law Center for Legal Informatics

LIFE Learning in Informal and Formal Environments

CS

Electrical Engineering

SHL Stanford Humanities Lab

VHIL Virtual Human Interaction Lab

PBLL Work Technology & Organization

DVL Distributed Vision Lab

Des Stanford Joint Program in Design d.school



In sum

•  The Experience of Immersion •  Plahorms for CollaboraGon and

ProducGvity •  Augmented Human Intelligence •  Improving Decision Quality

•  Context Aware Smart Environments •  Knowledge Worker ProducGvity •  Digitally Empowered Learning •  Technologies for Wellness •  InnovaGon Ecosystems

Design and develop with human rights and empowerment as guiding principles.

Enable stories about the future we want to create.

Are We Moving Forward -‐ -‐ -‐

•  Fast enough?

Summer 2015 CONFIDENTIAL MATERIALS 38

Simplify my life. Heal the mistakes of previous poor decisions. Crowd-‐source solu)ons for the common good.

Thank You

Martha G Russell [email protected]

What Can We Do Together That Neither of Us Could Do Alone?

Smart Cities, Smart Citizens and Smart Decisions

Environment

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