Showing posts with label NESTA. Show all posts
Showing posts with label NESTA. Show all posts

Reflections on Nesta’s Event: Working Better - Using Data and Design to Create an Inclusive, Future-oriented System for Jobs and Skills


The challenge of enabling a "fairer future of work" was addressed at Nesta's event back in October. A world experiencing exponential change as digital and other technologies challenge our perspectives on life, society, business, the world of work, the nature of jobs, and the notion of "fairness" in the context of work - and even "work" itself – is the context.

It's hard to generalise about employment trends globally but many developed economies are enjoying close to full employment, or low levels of unemployment. Our political and economic systems and processes are geared to creating an environment that seeks to provide full employment. But there is uncertainty about how sustainable that model is, which begs the question, what then?

The Changing Nature of Work

Based on the analysis of trends in work, the changing nature of work, evolution of new business sectors as old traditional industries die, ideas of how we prepare for new jobs, where the new jobs are created, and how cohorts of existing workers are retrained to allow them to access employment opportunities were the focus of the discussion. The use of new technologies such as artificial intelligence (AI) and Big Data were behind ideas linking candidates’ experiences, skills, and qualifications with job opportunities and training interventions.

There's clearly a benefit in bringing data sets together to inform faster decisions about the evolving jobs market now. Better data, better information, better insight, better matching of people to jobs to support the development of near term policy and action.

However, there's a "but". I understand the benefit of extrapolating from the past to create insights about the evolution of the jobs market and the world of work. I understand the benefit of seeking new data sets, and bringing them together to help generate even more insight. But, will a focus on analysing and extrapolating from the past alone, help us prepare adequately for the future; especially if that future is radically different?

The Future of Work

If we look at the number of studies into the future of work we see a significant range of possibilities from increasing levels of employment through jobs created by new technologies and new industry sectors, the radical redesign of many existing jobs, to potentially many jobs displaced by automation technologies.

So for me, the question is how can we use foresight to pressure test the assumptions we draw from extrapolating trends in jobs, work, and the jobs market? What are the societal options we may need to consider to ensure that people continue to live fulfilling lives? How does the nature of education and training change in a world where we are uncertain about the future of employment? And within the recruitment sector, how do we address the rebalancing of technical skills with softer skills and human experiences?

The event demonstrated a number of valuable partnerships across government (DoE / DWP) and between NGOs and government. These partnerships become increasingly important given the likely change of emphasis in the skills required for the future world of work. For example, if many businesses are using the same automated / AI-enabled systems and products and services have a very similar look and feel, how will we differentiate our offerings to customers and clients? Can we re-align people to study a new portfolio of skills where the balance tips from technical to creative and so called soft skills?  Even now, the question of assessing a candidate’s soft skills is increasingly pertinent. Is the recruitment sector truly capable of integrating soft skills into the selection process?

Fairness

The notion of "fairness" is crucial in that access to work and jobs must be made on the ability of the candidate to fulfil a given role and not on the candidate’s ability to access the right technology. So the democratisation of technology through ubiquitous connectivity is one example of how national infrastructure needs significant improvement to support a fairness expansion. Access to skills training enabling more people to use technology as well as access to the technology itself needs to be addressed.

There was discussion about the applicability of some technologies in supporting “fairness” including the effectiveness of facial recognition with darker skin tones. Which begs a question of the development of algorithms and specially the audit of them to ensure they are technically capable of operating without bias.

Preparing People Better for Future Jobs

The question here is, can the effective use of jobs and work data be used to prepare people better for future jobs?

Here, the idea of a “commons data set” accessible widely would allow candidates, employers, recruiters, educators, and policy makers to review evolving business sectors and more effectively match people and jobs – and even provide support where start-ups would have access to the right talent pool.

But the question of how to prepare for the longer term future remains.

At what point, for example, do we need to switch from a technical focused education system to one focused on more human skills; coaching, facilitation, motivation, mind-set and leadership, creativity, collaboration, problem solving, systems thinking etc.

Future job systems also need to factor in attitude as well as technical skills. The labour market of the future is likely to have to become more flexible, resilient, supported by suitable training and retraining, and a much better understanding of the dynamics that will underpin the jobs market in an increasingly digitised society subjected to exponential change.

Questions
Here are four questions that the event posed for me:

  • How do organisations effectively assess soft skills and attitudes when recruiting new employees?
  • What needs to happen to effectively match workers in the gig economy with work opportunities? 
  • What role should foresight play in setting the context for future focused education and training policy and design?
  • What is the optimal balance between system and process automation and personal interaction in matching people with work opportunities?

Image Credit: Alexas Fotos via https://pixabay.com/photos/figures-professions-work-funny-fun-1372458/

Reflections on Nesta’s event: Collective Intelligence – Maximising Human/Machine Working


The opportunity to use “21st Century Common Sense” - in this case, Collective Intelligence (CI) - to tackle complex social challenges was considered at Nesta's event on 16th October. The basic proposition here is that we deploy a fraction of our collective intelligence when addressing society’s biggest challenges, so the event sought to explore how to address such challenges, “through better design, asking how we can tap into the collective wisdom of a place, organisation or market and what new combinations of human and machine intelligence can help us do this at scale.”

What is Collective Intelligence?

 

Nesta defines collective intelligence as, “something that is created when people work together, often with the help of technology, to mobilise a wider range of information, ideas, and insights to address a challenge,” particularly where the challenge is of a societal nature.

 

Collective intelligence is the result of a process, data, technology (artificial intelligence, machine learning), and people working toward the resolution of a specific problem.

 

What can Collective Intelligence Achieve for us?

 

Clearly the basic premise is on bringing together the complimentary capabilities of humans and machines to achieve a better outcome than possible by either going it alone. Despite the rapid progress made in the fields of artificial intelligence (AI) and machine learning (ML), data still needs to be sourced, and sense made of the analysis to support human focused decision making. These are the areas in which humans excel – for now at least.

 

While the focus with the projects discussed at the event as exemplars of CI in action included public sector engagement both operationally (real time information provision) and consultatively (local government priority setting), CI has applicability in helping to resolve wicked problems more widely and in areas such as participative foresight / futures work.

 

The notion of “swarm AI” can empower groups with conflicting political views reach satisfactory outcomes where the machine can help participants to reframe challenges and help them find the points of common concern. This raises the future possibility of automating decisions made through democratic processes. (Well, it couldn’t be worse, could it?) 

 

But we must be clear about the purpose here, which is to design the process and the technology to extend human capabilities. Artificial intelligence and machine learning can help to provide insight from unstructured data, conduct analysis, and make predictions but it should enable humans to better understand problems, decentralise (leaderless?) participation, and seek real solutions through networked intelligent action.

 

How do we Start and Enable Successful Collective Intelligence?

 

For all the talk about AI and ML, what particularly struck me were the required human behaviours. We talk about collaboration and partnership between “man and machine” for effective CI, but – for the time being at least – collaboration and partnership are human traits. Effective real time collaboration / partnership is the result of a process, behaviours, and outcome. So the underpinning human behaviours will remain valid; listening, enquiring, engaging, thinking, sense-making, empathy, suspending assumptions, honesty, mutuality, respect, and valuing differences as well as similarities.

Our process can then focus on ways to support collaborative thinking about how we work with machines, and how we want AI/ML to enable better discussion outcomes.  I noted this range of process characteristics:

  • Asking the right questions to build understanding and inform AI
  • Develop the AI to support human/machine interaction
  • Deploy double-loop learning for both machines and humans
  • Crowdsource ideas
  • Understand how we mobilise data, insight, intelligence, and ideas to help solve problems
  • Be clear on issues concerning data ownership, its use, privacy, and the cultural context with which it is gathered and used.

The critical enabling areas are in software development where for many organisations operating in the social space revolves around open source, skills, and cooperation.

 

Machine learning plays a significant role in teaching the system to interpret the data in the correct way given the problem being addressed. Collaborative working is a dual challenge with both how the software is designed to work with humans and how the humans support their work with each other. Both will need the appropriate skills development through education and training. Skills such as sense-making, systems thinking, contextual sensitivity, collaborative working, working with ambiguity, foresight, and scenario thinking are crucial.

 

Case Examples

 

A number of CI case examples were presented at the event that demonstrated a breadth of deployment, approaches, and societal situation. Evidence suggests that CI leads to better engagement, greater satisfaction, and better outcomes in part by machine aggregation and organisation of data gathered by people.

The characteristics and areas of CI deployment included:

  • Enabling more consultative democracy
  • Analysing socially collected data
  • CI at the institution level
  • Influencing local service priorities through a consultative exercise to inform politicians
  • Creative solutions outside of government - distributed "authority" / crowdsourced “authority”
  • Creation of digital platforms for collaborative engagement between people and politicians to improve trust and transparency and encourage engagement
  • Support the re-distribution of power through possible citizens assemblies
  • Filling crucial data gaps via social media
  • Helping to understand how achievement of the UN Sustainable Development goals might be measured to help hold countries to account.

Collective Intelligence Design Playbook (beta)

 

For more information about Nesta’s work in the field and to help you design and deliver a collective intelligence project you can download the Collective Intelligence Design Playbook here.


 

Questions

 

Here are three questions that the event posed for me:

  • How do you currently maximise the collective intelligence capability of your organisation/enterprise?
  • Which components - process, data, technology (artificial intelligence, machine learning), and people – need further development in your organisation to run a CI project?
  • What challenges and opportunities do you face that are best suited to a CI approach?

 

Image Credit: Gerd Altmann via https://pixabay.com/illustrations/binary-code-privacy-policy-woman-2175285/