Holotopia

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Imagine...

You are about to board a bus for a long night ride, when you notice the flickering streaks of light emanating from two wax candles, placed where the headlights of the bus are expected to be. Candles? As headlights?

Of course, the idea of candles as headlights is absurd. So why propose it? Because on a much larger scale this absurdity has become reality.

The Modernity ideogram renders the essence of our contemporary situation by depicting our society as an accelerating bus without a steering wheel, and the way we look at the world, try to comprehend and handle it as guided by a pair of candle headlights.

Modernity.jpg Modernity ideogram


Our proposal

In a nutshell

The core of our knowledge federation proposal is to change the relationship we have with information.

What is our relationship with information presently like?

Here is how Neil Postman described it:

"The tie between information and action has been severed. Information is now a commodity that can be bought and sold, or used as a form of entertainment, or worn like a garment to enhance one's status. It comes indiscriminately, directed at no one in particular, disconnected from usefulness; we are glutted with information, drowning in information, have no control over it, don't know what to do with it."

Postman.jpg
Neil Postman

In detail

What would it take to repair the severed tie between information and action? What would be the practical consequences of such an act?

What would information and our handling of information be like if we treated them as we treat other human-made things—if we adapted them to the purposes that need to be served?

What would it mean, practically and academically, if instead of assuming that when our ideas are published in a book or an article they are automatically "known", we treated the other half of this picture with the thoroughness and attention that characterize our technical work? If we asked What do people actually need to know? If we turned the massive volumes of information we own into something that the people can comprehend and make use of? If we developed the "social life of information" in a similar manner as the nature developed our brain and nervous system—to allow us, and our society, to adapt to the complex reality we have created, by changing our perception of it, and our behavior? To empower us to comprehend our world correctly?

What would the academic field that develops this approach to information be like? How would information be different? How would it be used? By what methods, what social processes, and by whom would it be created? What new information formats would emerge, and supplement or replace the traditional books and articles? How would information technology be adapted and applied? What would public informing be like? And academic communication, and education?

The substance of our proposal is a complete prototype
that provides detailed answers to these and other related questions. (A prototype is a model that is already embedded in practice, so that it not only embodies and exhibits solutions, but also acts upon practice to change it—while showing to its creators what works and what needs to be changed.) The Knowledge Federation prototype is conceived as a portfolio of about forty smaller prototypes, which cover the range of questions that define an academic field.

We use our main keyword, knowledge federation, in a similar way in which "design" and "architecture" are commonly used—to signify both a real-world praxis (informed practice), and an academic field that develops and curates it.

Technically, we are proposing a paradigm. (We adapted this keyword from Thomas Kuhn, and it stands for (1) a new way to conceive a domain of interest, which (2) resolves the reported anomalies and (3) opens up a new frontier to research.) The proposed paradigm is not in a specific scientific field, where paradigm changes are relatively common, but in "creation, integration and application of knowledge" at large.

Our call to action is to institutionalize and develop knowledge federation as an academic field, and as a real-life praxis.


An application

The situation we are in

The Club of Rome's assessment of the situation we are in, provided us with a benchmark challenge for putting the proposed ideas to a test. Four decades ago—based on a decade of this global think tank's research into the future prospects of mankind, in a book titled "One Hundred Pages for the Future"—Aurelio Peccei issued the following call to action:

"It is absolutely essential to find a way to change course."

Peccei also specified what needed to be done to "change course":

"The future will either be an inspired product of a great cultural revival, or there will be no future."

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Aurelio Peccei

This conclusion, that we are in a state of crisis that has cultural roots and must be handled accordingly, Peccei shared with a number of twentieth century's thinkers. Arne Næss, Norway's esteemed philosopher, reached it on different grounds, and called it "deep ecology".

In "Human Quality", Peccei explained his call to action as follows:

"Let me recapitulate what seems to me the crucial question at this point of the human venture. Man has acquired such decisive power that his future depends essentially on how he will use it. However, the business of human life has become so complicated that he is culturally unprepared even to understand his new position clearly. As a consequence, his current predicament is not only worsening but, with the accelerated tempo of events, may become decidedly catastrophic in a not too distant future. The downward trend of human fortunes can be countered and reversed only by the advent of a new humanism essentially based on and aiming at man’s cultural development, that is, a substantial improvement in human quality throughout the world."

The Club of Rome insisted that lasting solutions would not be found by focusing on specific problems, but by transforming the condition from which they all stem, which they called "problematique".

Can the proposed 'headlights' help us "find a way to change course"?

Why did Peccei's call to action remain unanswered? Why wasn't The Club of Rome's purpose—to illuminate the course our civilization has taken—served by our society's regular institutions, as part of their function? Isn't this already showing that we are 'driving with candle headlights'?

If we used knowledge federation to 'illuminate the way'—what difference would that make?

The Holotopia project is conceived as a knowledge federation-based response to Aurelio Peccei's call to action.

We coined the keyword holotopia as a placeholder for the vision, and the cultural and social order of things, which will result from this quest.

The mission of the Holotopia project is to evolve (a prototype of) a pair of 'headlights', in actual practice, by which this new course will become visible; and to initiate the transformative cultural and social processes that are necessary for the holotopia vision to be actualized.

To prime this work, we have developed an initial prototype, which includes both an initial vision and a project infrastructure. This prototype is described on these pages.

A vision

The holotopia is not a utopia

Since Thomas More coined this term and described the first utopia, a number of visions of an ideal but non-existing social and cultural order of things have been proposed. But in view of adverse and contrasting realities, the word "utopia" acquired the negative meaning of an unrealizable fancy.

As the optimism regarding our future faded, apocalyptic or "dystopian" visions became common. The "protopias" emerged as a compromise, where the focus is on smaller but practically realizable improvements.

The holotopia is different in spirit from them all. It is a more attractive vision of the future than what the common utopias offered—whose authors either lacked the information to see what was possible, or lived in the times when the resources we have did not yet exist. And yet the holotopia is readily realizable—because we already have the information and other resources that are needed for its fulfillment.

Making things whole

What do we need to do to change course toward the holotopia?

From a larger volume of insights from which the holotopia emerges as a future realistically worth aiming for, we have distilled a simple principle or rule of thumb—making things whole.

This principle is suggested by the holotopia's very name. And also by the Modernity ideogram: Instead of reifying our institutions and professions, and merely acting in them competitively to improve "our own" situation or condition, we consider ourselves and what we do as functional elements in a larger system of systems; and we self-organize, and act, as it may best suit the wholeness of it all—including, of course, our own wholeness.

Imagine if academic and other knowledge-workers collaborated to serve and develop planetary wholeness – what magnitude of benefits would result!


A method

Seeing things whole

"The arguments posed in the preceding pages", Peccei summarized his discussion in One Hundred Pages for the Future, "point out several things, of which one of the most important is that our generations seem to have lost the sense of the whole.

But to make things whole, we must be able to see them whole!

To highlight that the knowledge federation methodology we are proposing affords that very capability, of seeing things whole, in the context of the holotopia we refer to it by its pseudonym holoscope.

The characteristics of our current prototype of the holoscope—the main design choices or design patterns, how they follow from published insights, and why they are necessary for 'illuminating the way'—will become obvious in the course of this presentation. One characteristic, however, must be made clear from the start.

Thinking in new ways

Holoscope.jpeg
Holoscope ideogram

That “we cannot solve our problems with the same thinking we used when we created them" is a commonplace. A salient technical novelty in the holoscope is that free and deliberate choice of what we look at and how (which in our technical jargon is called scope) is made possible on rigorously academic grounds.

To point to a new "course", we will of course have to offer some unorthodox views. You will be able to relax and enjoy our presentation if you'll bear in mind that the core of our proposal is not some specific new "reality picture", but to allow ourselves to look in new ways and see differently ('substitute lightbulbs for candles'). And that our call to action is to develop the process by which uncommon views can be supported and reconciled, so that new ways, and whole pictures, can be seen; and to institute and develop the process by which that process can be developed, in a knowledge-based or academic way.

Looking from all sides

To liberate our thinking from the narrow frame of inherited concepts and methods, and allow for deliberate choice of scopes, we used "the scientific method" as venture point; and modified it by taking recourse to state of the art insights in science and philosophy.

Science gave us new ways to look at the world: The telescope and the microscope enabled us to see the things that are too distant or too small to be seen by the naked eye, and our vision expanded beyond bounds. But science had the tendency to keep us focused on things that were either too distant or too small to be relevant—compared to all those large things or issues nearby, which now demand our attention. The holoscope is conceived as a way to look at the world that helps us see any chosen thing or theme as a whole—from all sides; and in proportion.

The art of using the holoscope will to a large degree consist in finding a collection of suitable ways of looking.

This adds to our work with contemporary issues a whole new 'dimension' or "degree of freedom"—where we choose what we perceive as issues, so that they can be resolved.

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Five Insights ideogram

Illuminating problems to see solutions

What theme, what evidence, what sort of conclusions might have enough power as to affect the vast momentum with which our 'bus' is currently rushing onward? We offer the five insights as a prototype answer. They complete the holotopia vision, by making it concrete and actionable.

We could have called them "five issues", because each of them is a structural anomaly in our 'cup', or 'bus', of which our "problems" are mere consequences or symptoms. And also "five anomalies", because they constitute the anomalies that motivate our proposal to develop a new paradigm. We call them "insights" to emphasize that, as we shall see, they not only can be resolved—but their resolutions naturally lead to improvements that are more to the point than the problems they create.

In the spirit of the holoscope, we here only summarize each of them as a big picture—and provide the supporting evidence and details separately.

Power structure

"Man has acquired such decisive power that his future depends essentially on how he will use it", observed Peccei. We look at the way in which man uses his newly acquired and rapidly growing power—to innovate (create and induce change). We apply the holoscope to illuminate the way our civilization or 'bus' has been following, in its evolution.

An easy observation will give us a head start: We use competition or "survival of the fittest" to find and follow the way, not information. The popular belief that "the free competition" or "the free market" is our best guide is what habitually makes our "democracies" choose the "leaders" who represent that view. But is this belief warranted?

Genuine revolutions often result from a new way in which the perennial issues of power and freedom are perceived. We offer this keyword, power structure as a means to that end (keywords are custom-defined concepts, which offer a certain specific way of looking or scope). Think of the power structure as a new way to conceive of the intuitive notion "power holder", which, we suspect, might in some way obstruct our freedom, or cause us harm and be our "enemy". While the exact meaning and character of the power structure will become clear as we go along, imagine it, to begin with, as our institutions; or a bit more generally, as the systems in which we live and work (which we'll here simply call systems). Notice that those systems have an immense power—first of all the power over us, because we have to adopt them and adapt to them to be able to live and work; and then also the power over our environment, because by organizing us and using us in certain specific ways, they determine what the effects of our work will be. Whether the effects will be problems, or solutions.

How suitable are our systems for their all-important role?

Evidence, circumstantial and theoretical, shows that our systems waste a lion's share of our resources; that they are causing our problems; and that they generally organize us so that our best efforts and intentions yield results that are outright cruel and evil. The reason is obvious: the evolution by "the survival of the fittest" tends to favor those systems that are more predatory by nature, at the detriment of the ones that are more docile toward the people and their environment. See this excerpt from Joel Bakan's documentary "The Corporation" (which Bakan, a law professor created to federate an insight he considered essential), where it is explained that "the corporation is an externalizing machine just as the shark is a killing machine" (as explained in more detail in the excerpt, "externalization" means maximizing profits by letting someone else, notably the people and the environment, bear the costs). But, we show, the nature of the systems that tend to win in competition has always been predatory; it's only their form that keeps changing.

And how do systems affect us who live and work in them, directly? This excerpt from Sidney Pollack's 1969 film "They Shoot Horses, Don't They?" will answer that question vividly.

So why do we put up with such systems? Why don't we treat them as we treat other human-made things—by adapting them to the purposes that need to be served?

The reasons, and how to overcome them, are most interesting, and they'll be a recurring theme in holotopia.

One of the reasons we have already seen: We have no habit of, and no means for seeing things whole. When we look in our conventional ways, even such uncanny errors as 'using candles as headlights' can develop without us noticing, on the large scale that is beyond our field of vision.

A subtler reason why we tend to ignore the possibility of adapting the systems in which we live and work to their roles in larger systems, is they perform for us a different role—of providing structure to our various turf strifes and power games. Within our system, they provide us "objective" and "fair" criteria for competing for positions; and in the competitive world outside, they organize us in ways that give us a better chance to prevail.

Why don't, to name an example, our media agencies combine their resources, and give us the information we need? The answer is obvious: They are competing with one another for our attention, and use whatever means they have at their disposal. And our attention, needless to say, is a resource that requires no less care and attention than our material resources, such as clean air and energy.

The most interesting collection of reasons, however, have to do with the uncanny and yet so poorly understood (by the general public) power of the power structures to socialize us in certain specific ways, as it may suit their interests. The power to adapt to their interests both our culture and our "human quality". The power structures can co-opt our sense of duty, of commitment, and even of heroism and honor—and make us apply them as it serves them, not us.

Bauman-PS.jpeg

Researchers have identified the power structures as the modernity's evil.

The fact that we will not "solve our problems" unless we learn to adapt our systems to their contemporary larger systemic roles has, of course, not remained unnoticed.

In 1948, in his seminal Cybernetics, Norbert Wiener explained why "free competition" cannot be trusted in the role of 'headlights and steering'. Cybernetics was envisioned as a transdisciplinary academic field that would provide the required know-how for understanding systems, and for restoring them to their function.

Jantsch-vision.jpeg

The very first step The Club of Rome's founders did after its inception, in 1968, was to gather a team of experts and develop a suitable methodology. They gave the holotopia's motto, to make things whole, on the large scale of socio-technical systems, the name "systemic innovation". We have adopted systemic innovation as one of our keywords.