Structured Democratic Dialogue – Binciken da ke bayan True Causes

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Structured Democratic Dialogue – Binciken da ke bayan True Causes

True Causes aiwatarwa ce ta intanet ta Structured Democratic Dialogue, hanyar da ta samo asali daga Interactive Management na John Warfield kuma Alexander Christakis da Yiannis Laouris suka bunƙasa ta. Ba sabuwa ba ce: shekaru hamsin na ayyukan da masana suka tantance, ɗaruruwan tattaunawa da aka rubuta. Laouris da Christakis sun kira ta amfani da hikimar jama’a, kuma sun ambaci girman adadi a matsayin iyakarta mafi wuya; ɗaga wannan iyaka shi ne aikin True Causes. Akwai ʼyan bambance-bambance da gangan. Ɗaya daga cikinsu: hanyar tana riƙe kowane ra’ayi a haɗe da sunan marubucinsa daga farko har ƙarshe, kuma masu amfani da ita suna cewa rashin suna yana raunana alhaki. A nan ba a ambaci sunan kowa a cikin tattaunawa, saboda a wurin aiki ko a al’umma da ta rabu, suna ne ke hana mutane rubuta katin gaskiya. Muna ganin musayar daidai ce; ba a gwada ta ba. Duba binciken. Kimiyyar yadda abubuwa ke aiki da ke kewaye da ita, ƙa’idojin da aka gwada da ƙuri’ar ƙungiya-ƙungiya, da aiwatarwa su ne abin da muka ƙara.

John N. Warfield & A. Roxana Cárdenas — Interactive Management da Interpretive Structural Modelling; spreadthink; dokokin bambancin da ake buƙata, sauƙi da bayyana. A Handbook of Interactive Management, 2nd ed., Iowa State University Press, 1994 — ba a ƙara buga shi; rubutun hannu kyauta ne daga ma’ajiyar Warfield.
Alexander N. Christakis & Kenneth C. Bausch — Structured Democratic Dialogue a matsayin aikin dimokuraɗiyya. How People Harness Their Collective Wisdom and Power, Information Age Publishing, 2006.
Yiannis Laouris & Alexander N. Christakis — gudanar da hanyar a yanayi na intanet, da ambaton girman adadi a matsayin iyakarta mafi wuya: abin da True Causes ke son ɗagawa. Harnessing collective wisdom at a fraction of the time using Structured Dialogic Design Process in a virtual communication context, International Journal of Applied Systemic Studies 1(2), 131–153, 2007.
Kevin M. Dye — tasirin fifiko na kuskure: ƙuri’un muhimmanci da aka jefa kafin a bincika dangantaka tsakanin ra’ayoyi suna zama kuskure da zarar an bincika. Kapelouzos ne ya fara lura da shi a 1989. Dye & Conaway, Lessons Learned from Five Years of Application of the CogniScope Approach to the FDA, 1999; an bayyana shi kuma an auna shi a Laouris & Michaelides, European Journal of Operational Research, 2018.
W. Ross Ashby — dokar bambancin da ake buƙata: bambanci ne kaɗai ke shanye bambanci. An Introduction to Cybernetics, Chapman & Hall, 1956 — cikakken rubutu, Principia Cybernetica.
George A. Miller — iyakokin hankalin aiki na rukuni, dalilin da ya sa ake yin tambayoyi ɗaya bayan ɗaya. The magical number seven, plus or minus two. Psychological Review 63(2), 1956.
Yiannis Laouris da abokan aikinsa, Future Worlds Center — fiye da co-laboratories 120 da aka rubuta, har da mizanin aiki da True Causes ke aiwatarwa. Laouris & Dye, Five generations of evolution of dialogic design, Systems Research and Behavioral Science 41(2), 2024 · Laouris & Metcalf, Assessing the viability of virtual structured democratic dialogue, Systems Research and Behavioral Science 42(3), 2025 · Laouris, integrating asynchronous influence maps, 2023.
Benjamin Broome, Michael Hogan da abokan aikinsu — Interactive Management da aka nazarta kuma aka yi amfani da shi ba tare da dogaro ga layin da ke sama ba, a matsayin hanyar hikimar jama’a, da jagorancin zama da ya dogara a kai. Razzante, Hogan, Broome, Tracy, Chawla & Skurzak, Interactive Management research in organizational communication, Management Communication Quarterly 37(4), 971–989, 2023 · Hogan, Harney, Broome et al., A group dynamics framework for 21st century collective intelligence facilitators, Systems Research and Behavioral Science 38(4), 2021.
Cynthia R. Farina da abokan aikinta, Cornell eRulemaking Initiative — shiga ta intanet cikin manufofin jama’a masu sarƙaƙiya: ƙarin mahalarta ba shi ne ingantacciyar shiga ba. Mutane suna buƙatar bayanan da tambaya ta dogara a kansu, dole ne gudummawarsu ta isa ga wanda zai amsa ta, kuma zaɓen ra’ayoyi yana ba da lada ga abin da ya shahara maimakon abin da ke da amfani. Bayanan farko da ɗaki zai iya ɗauka, mai karɓa da aka ambata tare da rana, da shawara a kan katunan da suka yi duhu har ba a iya tantance su sun samo asali daga nan. Farina, Epstein, Heidt & Newhart, Designing an online civic engagement platform: balancing “more” vs. “better” participation in complex public policymaking, International Journal of E-Politics 5(1), 16–40, 2014.

Sauran rubuce-rubuce: Structured Democratic Dialogue · Interpretive Structural Modelling · Interactive Management. Kwaikwayonmu da sakamakonsu suna zuwa tare da manhajar kuma an bayyana su a bayanan da ke tare da ita.

Me kuma ke akwai. Polis yana gano inda taro ya riga ya yarda kuma yana nuna muku tarurrukan. Remesh da kayan aiki irinsa suna faɗaɗa wannan neman yarjejeniya zuwa dubban mutane. Habermas Machine yana rubuta maganar da mafi yawan rukuni za su iya sa hannu a kai. Dukkan ukun sun ƙware a tambaya ɗaya: me muka yarda a kai? Wannan yana yin wata daban — me ke haddasa me? — yana yanke ta haɗi bayan haɗi, kuma yana riƙe saɓanin da ba zai iya yankewa ba maimakon ya goge shi. Kayan aiki mafi kusa na hanyar kanta ne: IdeaPrism, daga ƙungiyar Laouris, yana gudanar da tattarawa da tsara taswira ba a lokaci ɗaya ba kuma yana mayar da saɓani don a ba da hujja.

Ba hikimar taron jama’a ba ce. Bijimin Galton da kowace kasuwar hasashe tun daga lokacin suna aiki ta ɗaukar matsakaicin hasashe masu zaman kansu: kurakurai suna soke juna saboda babu wanda ya yi magana. Wannan shi ne kayan aikin da ya dace ga lamba — nauyi, kwanan wata, farashi. Ba shi da amsa ga shin A yana haddasa B, inda hasashe ɗari marasa ilimi suke zama matsakaicin hasashe mara ilimi. Wannan yana aiki ta wata hanyar: ana sa mutane su yi magana da farko, don abin da suke tantancewa ya kasance da ilimi; kuma ba a ɗaukar matsakaicin hukunce-hukuncensu amma ana ƙirga su a kan mizanin da dole su kai tare. ʼYancin kai shi ne abin da taro ke buƙata; ma’ana ta bai ɗaya ita ce abin da rukuni ke buƙata.

A kalmomin wasu fannoni. Ga masanin kimiyyar kwamfuta wannan lissafi ne da mutane ke yi: mutane suna amsa kowane haɗi, kuma wani algorithm, interpretive structural modelling, yana haɗa taswira. Ga masanin tattalin arziki yana aiki a kan ilimin da ya warwatse, a ma’anar Hayek: abin da matsala ke buƙata ya bazu tsakanin mutane da yawa, kuma babu wanda ke riƙe da shi duka. A kan tambayar jama’a hikimar al’umma ce. Kuma warware matsala ne tare, ba yanke shawara tare ba: yana ba da bayani ga yanke shawara kuma yana barin yanke shawarar ga mutanen da dole su ɗauki alhakinta.

Ku gudanar da Structured Democratic Dialogue ta intanet, a kan tambayarku.

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