4 is executed by executants. In more flexible but still pyramidal structures, steps 2 and 3 are
realized in a more collegial manner while most strategic organizational thinking, namely step 1, is
the prerogative just of top decision makers.
In a Collective Intelligence structure, each step is performed by the entire community:
1. At the reflection level: Collective Intelligence mobilizes and cross-fertilizes available
knowledge via a refined dialogue, either synchronous or asynchronous, and either in face-to-face
contact or remotely. Dialogues draw new horizons, allow the anticipation of conflicts, and prepare
all players for consensus. They link objects with a predilection for art-objects that support building
vision, multiplying scenarios and establishing a climate of abundance.
2. The options formulation obviously owes its quality to upstream thinking. This sensitive step
requires as much objectivizing object-links (i.e. projects, threats, needs, etc…) as with elimination
processes that require strong knowledge mobilization. It usually leads to two final option
typologies:
• Typology #1 : stated options that express the cognitive limits of the community. They are
presented as a set of possibilities endowed with strengths and weaknesses among which
the best or the worst is uncertain. The choice can only be irrational. Let's remind ourselves
that when rationality is present, there is no need to make choices because it rationality
arbitrates. So the ultimate choice is exclusively founded on intuition from terra incognita and
supported by values weighting.
• Typology #2 : identified options that rather than showing conflicts of interest between
different parties, allow each party to defend its own option versus all others. This outcome
means that step 1, reflection, was not achieved under optimal Collective Intelligence
conditions. Namely a holoptical context, emerging whole, gift economy, etc… was lacking.
Most often the outcome is a mix between both typologies. Let's imagine for instance a community
that has succeeded in isolating a certain number of typology #1 choices. As we must end up by a
making a choice, this is the moment when participants can decide that "since there is no rational
way to know the final correct choice, I might as well pick the option that best serves my own
interests." So typology #2 thus permeates typology #1. The points to a method via which a holistic
view facilitated by a holoptical context can help resolve disputes.
3. Selection of the final option: if steps 1 and 2 are managed with Collective Intelligence then the
selection of the final option is much easier. This is the case whether the process is resolved by a
designated expert, a vote, a consensus or the events themselves. Candidate options are of better
quality, richer, more detailed, more holistic, more flexible, and ultimately more representative.
4. The action engages new processes of collective intelligence, again knowledge interaction and
operational coordination between players.
Lastly, let's not forget that the cycle from steps 1 to 4 is permanent, redundant, and self-inclusive. It
works like an endless spiral. Step 4 (action) involves for instance many readjusting 'mini-cycles'
that generate again the reflection-options-choice-action sequence.
Democracy
Are our democratic countries really democratic? What should we say about the professional world
in which we spend so much of our time? Is it democratic? What should we think of the impunity of
corporations that make products or act in an occult manner without the consent of the People?
Who voted for polluted rivers, antipersonnel mines, factories or nuclear plants that explode
(Bhopal, AZF, Chernobyl, etc…), insalubrious oil tankers, industrial monopoles, or financial
intrigues (Enron, Crédit Lyonnais…)? Who voted that money, a very public tool by nature, becomes
Copyleft 2004 - Jean-François Noubel – jf TheTransitioner.org page 27
Collective_Intelligence_Invisible_Revolution_JFNoubel.odt
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