E-democracy and values in information systems design

In this paper I demonstrate the utility of a Values in Design (VID) perspective for the assessment, the design and development of e-democracy tools. In the first part, I give some background information on Values in Design and Value-Sensitive Design and their relevance in the context of e-democracy. In part 2, I analyze three different e-democracy tools from a VID-perspective. The paper ends with some conclusions concerning the merits of VID for e-democracy as well as some considerations concerning the dual tasks of philosophers in assessing and promoting value-sensitive technology design

Advances towards a General-Purpose Societal-Scale Human-Collective Problem-Solving Engine

Human collective intelligence has proved itself as an important factor in a society's ability to accomplish large-scale behavioral feats. As societies have grown in population-size, individuals have seen a decrease in their ability to activeily participate in the problem-solving processes of the group. Representative decision-making structures have been used as a modern solution to society's inadequate information-processing infrastructure. With computer and network technologies being further embedded within the fabric of society, the implementation of a general-purpose societal-scale human-collective problem-solving engine is envisioned as a means of furthering the collective-intelligence potential of society. This paper provides both a novel framework for creating collective intelligence systems and a method for implementing a representative and expertise system based on social-network theory.Comment: Collective Problem Solving Theory and Social-Network algorith

Bolder Together 2: Building Grassroots Movements for Change

California's demographics are changing fast, but rates of voting and civic participation haven't kept up. In four rapidly growing counties across the state, a group of funders is working with local organizations to support diverse communities to lift up their voice and exercise their power on issues that affect their rights and their quality of life. The work of the funders and their local partners is yielding important lessons as states and communities across the country begin to experience the dramatic demographic shifts that are transforming California. This new report documents key lessons for philanthropy from this work so far. The report is a follow-up to a 2011 report that told the story of the funders' early efforts. Now, after five years of grantmaking and intensive work in the four counties, California Civic Participation Funders tells a fuller story about how local organizations are coming together and working across issues to mobilize diverse communities to flex their democratic rights. The funders also reflect further on how philanthropy can work with local communities to create a nation where government acts in the interests of all of the people

“No powers, man!”: A student perspective on designing university smart building interactions

Smart buildings offer an opportunity for better performance and enhanced experience by contextualising services and interactions to the needs and practices of occupants. Yet, this vision is limited by established approaches to building management, delivered top-down through professional facilities management teams, opening up an interaction-gap between occupants and the spaces they inhabit. To address the challenge of how smart buildings might be more inclusively managed, we present the results of a qualitative study with student occupants of a smart building, with design workshops including building walks and speculative futuring. We develop new understandings of how student occupants conceptualise and evaluate spaces as they experience them, and of how building management practices might evolve with new sociotechnical systems that better leverage occupant agency. Our findings point to important directions for HCI research in this nascent area, including the need for HBI (Human-Building Interaction) design to challenge entrenched roles in building management

The Blended Learning Unit, University of Hertfordshire: A Centre for Excellence in Teaching and Learning, Evaluation Report for HEFCE

The University of Hertfordshire’s Blended Learning Unit (BLU) was one of the 74 Centres for Excellence in Teaching and Learning (CETLs) funded by the Higher Education Funding Council for England (HEFCE) between 2005 and 2010. This evaluation report follows HEFCE’s template. The first section provides statistical information about the BLU’s activity. The second section is an evaluative reflection responding to 13 questions. As well as articulating some of our achievements and the challenges we have faced, it also sets out how the BLU’s activity will continue and make a significant contribution to delivery of the University of Hertfordshire’s 2010-2015 strategic plan and its aspirations for a more sustainable future. At the University of Hertfordshire, we view Blended Learning as the use of Information and Communication Technology (ICT) to enhance the learning and learning experience of campus-based students. The University has an excellent learning technology infrastructure that includes its VLE, StudyNet. StudyNet gives students access to a range of tools, resources and support 24/7 from anywhere in the world and its robustness, flexibility and ease of use have been fundamental to the success of the Blended Learning agenda at Hertfordshire. The BLU has comprised a management team, expert teachers seconded from around the University, professional support and a Student Consultant. The secondment staffing model was essential to the success of the BLU. As well as enabling the BLU to become fully staffed within the first five months of the CETL initiative, it has facilitated access to an invaluable spectrum of Blended Learning, research and Change Management expertise to inform pedagogically sound developments and enable change to be embedded across the institution. The BLU used much of its capital funding to reduce barriers to the use of technology by, for example, providing laptop computers for all academic staff in the institution, enhancing classroom technology provision and wirelessly enabling all teaching accommodation. Its recurrent funding has supported development opportunities for its own staff and staff around the institution; supported evaluation activities relating to individual projects and of the BLU’s own impact; and supported a wide range of communication and dissemination activities internally and externally. The BLU has led the embedding a cultural change in relation to Blended Learning at the University of Hertfordshire and its impact will be sustained. The BLU has produced a rich legacy of resources for our own staff and for others in the sector. The University’s increased capacity in Blended Learning benefits all our students and provides a learning experience that is expected by the new generation of learners in the 21st century. The BLU’s staffing model and partnership ways of working have directly informed the structure and modus operandi of the University’s Learning and Teaching Institute (LTI). Indeed a BLU team will continue to operate within the LTI and help drive and support the implementation of the University’s 2010-2015 Strategic plan. The plan includes ambitions in relation to Distance Learning and Flexible learning and BLU will be working to enable greater engagement with students with less or no need to travel to the university. As well as opening new markets within the UK and overseas, even greater flexibility for students will also enable the University to reduce its carbon footprint and provide a multifaceted contribution to our sustainability agenda. We conclude this executive summary with a short paragraph, written by Eeva Leinonen, our former Deputy Vice-Chancellor, which reflects our aspiration to transform Learning and Teaching at the University of Hertfordshire and more widely in the sector. ‘As Deputy Vice Chancellor at Hertfordshire I had the privilege to experience closely the excellent work of the Blended Learning Unit, and was very proud of the enormous impact the CETL had not only across the University but also nationally and internationally. However, perhaps true impact is hard to judge at such close range, but now as Vice Principal (Education) at King's College London, I can unequivocally say that Hertfordshire is indeed considered as the leading Blended Learning university in the sector. My new colleagues at King's and other Russell Group Universities frequently seek my views on the 'Hertfordshire Blended Learning' experience and are keen to emulate the successes achieved at an institutional wide scale. The Hertfordshire CETL undoubtedly achieved not only what it set out to achieve, but much more in terms of scale and impact. All those involved in this success can be justifiably proud of their achievements.’ Professor Eeva Leinonen, Vice Principal (Education), King's College, Londo

Using the Co-design Process to Build Non-designer Ability in Making Visual Thinking Tools

This research is a case study of using co-design as a way of assisting the capacity building process for an Indianapolis-based community organizer. The community organizer seeks to develop a visual thinking tool for enhancing her engagement with community participants. Community organizers face a wide array of complicated challenges, addressing these kinds of challenges and social issues calls for innovative and inclusive approaches to community problem solving. The author hopes this case study will showcase itself as an example of leveraging design thinking and visual thinking to support and equip more first-line workers who are non-designers to do their community jobs with a more creative problem-solving approach

Citizens at the Center: A New Approach to Civic Engagement

Offers specific recommendations for giving citizens the tools they need to identify problems and develop solutions in their communities -- and warns against top-down solutions that require people to "plug into" existing programs or campaigns