On, April 13, I will deliver a research talk at the Department of Information Systems, University of Minho (in Guimarães). The title of my talk is Policy Informatics: Embracing Complexity, Information, and Systems. The talk will feature my recent work on policy informatics and the policy informatics book project. I will also briefly highlight work featured in my recent book, Intrapreneurship: Managing Ideas Within Your Organization (University of Toronto Press, 2011). I would like to thank my colleague, and friend, Isabel Ramos for organizing my visit to Guimarães. During this visit to Portugal, I will also be giving a talk at the IGU Commission on Geography of Governance Annual Conference 2012 (April 12).
I have received a grant from the IBM Center for the Business of Government for my research project, Citizen Apps as a Democratizing Technology: Challenges and Opportunities for Federal Agencies. This project will be conducted as part of the policy informatics portfolio at the Metropolitan Institute.
Most US federal agencies have embraced President Obama's vision for 1) greater transparency, 2) increased citizen participation, and 3) greater collaboration. A critical outcome of these initiatives is the willingness of federal agencies to engage with citizens around open-data initiatives and the creation of technology for solving public policy problems - 'citizen apps.' We are witnessing an increasing proliferation of 'citizen apps', i.e. applications designed by citizens and developers to solve public policy challenges. Federal agencies are not only opening up data reservoirs, but are also incentivizing the development of citizen apps through competitions. In this research project, we propose to study citizen apps and the federal programs that fostered (incentivized) their creation.
There are many reasons why it is beneficial to involve citizens in the governance process. One, it opens up problem solving opportunities where citizens can participate. Second, it serves as a forum to increase the diversity of thought and knowledge brought to a problem. This increases the potential for innovation by engaging many minds to solve complex problems. Citizen participation leads to greater collective intelligence and hopefully more robust solutions for social issues. Third, it allows citizens to solve problems that a government agency might be challenged to address. Finally, it empowers the vision set forth by former President John F. Kennedy, "Ask not what your country can do for you - ask what you can do for your country." Citizen app programs normally come in two broad flavors. One set of citizen app programs are fueled by government open-data initiatives. In these cases, a government agency makes data available to the public and the public in turn responds by using this data creatively to generate technologies (the apps) that better the lives of citizens. The second set of citizen app programs is where a government agency issues a challenge or problem to the public. The public then responds by building solutions to the challenge. In this case, the government may incentivize the development of the apps through issue of recognition prizes and funding. This success of both types of citizen app programs depends on the dynamic collaboration of government agencies, app developers, and the citizenry. To date, our knowledge on what makes for successful collaboration among these three players is limited.
There are a number of design considerations that need to be addressed when building citizen app programs from the nature of incentives provided to goals of the apps, the motivations that drive citizens to create the apps, and how (and where) to deploy the apps, the involvement by the agency (e.g. staff time to interact with app developers), level and amount of data availability, and creation of problem-solving communities and forums, among others. In this research project, we will uncover design considerations that government executives need to bear in mind as they initiate citizen app programs. We will also compare and contrast citizen app programs to arrive at a set of best practices by looking at critical success factors that led to citizen app programs that were highly successful.
Our research project will thoroughly inventory and study the range of citizen apps to understand the typology of the apps, the data they use, the problems they address, the motivation of the designers, the usage by citizens, and the impact on government and governance. We propose to discover and define the inter-relations between the government agencies, the app developers, and the citizens. While our focus will be on studying citizen apps generated out of programs commissioned by the federal government, we will also look at programs started by progressive states (e.g. New York, California, etc).
The results of the final report will benefit public sector government executives, public managers, and the public-at-large in several ways: 1) it will enable government executives to avoid common pitfalls when incentivizing citizen app programs (for e.g. placing emphasis on the frontend, i.e. the creation of apps, and ignoring the more challenging aspect of ensuring that the apps are diffused into the agency's work practices or to citizens); 2) it will enable public managers to understand the landscape of citizen apps, the motivations of citizens who create them, and the factors that drive their usage; and 3) it will enable federal agencies to better engage citizens into the policy setting process through supporting technology development thereby increasing the chances of more effective solution generation for policy problems.
The Metropolitan Institute at Virginia Tech has entered into an agreement to partner with ACT for Alexandria to advance the design of citizen engagement platforms.I will lead a team of researchers who will work in collaboration with ACT for Alexandria personnel to examine public participation on the ACTion Alexandria platform. The team will look at how user interactions on the community platform can guide design choices that promote more robust forms of citizen engagement.
ACT for Alexandria is a community foundation founded in the the fall of 2004 by a small group of citizens who came together to decide how best to stimulate philanthropic giving to improve the lives of the most vulnerable in their community. The ACTion Alexandria project is a new citizen engagement platform which provides interactive tools that make it easier for residents to take a more active role in addressing community problems. ACTion Alexandria connects individuals to nonprofit organizations they want to support, but with a strictly local focus. Individuals have the opportunity to take action on behalf of nonprofits working to improve the community.
ACT for Alexandria is a prominent player in the non-profit space. We are excited to partner with them to study the dynamics of public participation in action. The ACTion platform gives us access to real world scenarios of how citizens use technology to engage each other.
This initiative will advance the work being done in Policy Informatics at the Metropolitan Institute. Designing better collaborative and participatory platforms remains a critical challenge in the public arena. We are not only interested in this project from a research point of view but also from a design and policy point of view. The Metropolitan Institute will be analyzing information on user behavior on the platform, designing experiments to test various strategies for increasing engagement on the platform, and contributing to the design of the overall platform.
Collaborating on this effort allows us the opportunity to make a difference in our community. The MI is based in Alexandria and we want to be part of the community. ACT for Alexandria provides an amazing array of services, from scholarships to leadership training. ACTion Alexandria is where the idea of community engagement meets the newest technological innovations.
Peter Trkman (Faculty of Economics, University of Ljubljana) and I have a paper accepted for publication in the Journal of Strategic Information Systems. The paper titled “Knowledge Risks in Organizational Networks: An Exploratory Framework” uses a combination of knowledge-based and transaction cost theories to show how the dimension and type of knowledge risk differently impact the knowledge transfer, the whole network, and the risk mitigation options.
In a networked environment, it is essential for organizations to share knowledge among themselves if they want to achieve global objectives such as collaborative innovation and increased effectiveness and efficiency of operations. However, sharing knowledge is not risk-free. An organization might lose its competitive edge if it shares too much or certain key knowledge. In addition, an organization might suffer if its intellectual property is improperly handled by its business partners. While the literature has touted the value of knowledge sharing within networks, there is a conspicuous absence of studies examining the risks of sharing knowledge. To address this gap, we develop an exploratory framework that categorizes knowledge-sharing risks across multiple dimensions. Such a framework is a structured alternative to practice-based approach to knowledge risk management. It enables a prior identification of various kinds of knowledge risks that organizations are facing.
The use of such framework is not without its limitations. Thus, a complementary paper will be published in the same issue by Marco Marabelli and Sue Newell that presents an alternative approach to knowledge risk management based on a practice perspective of knowledge.
Just a couple of footnotes
- I hold a visiting professorship at the Faculty of Economics, University of Ljubljana
- The Journal of Strategic Information Systems is recognized in the Association of Information Systems (AIS) Senior Scholars’ Basket of Journals. This basket lists the eight leading IS journals.
Maggie Cowell (Assistant Professor, Urban Affairs and Planning, School of Public and International Affairs) and I have received a seed grant ($20,000) from the Institute for Society, Culture and Environment (ISCE) at Virginia Tech for our project “Resilience of Citizen Engagement to Local Disasters: Studying the Emergence and Dissolution of Community Networks.” This project will be housed at the Metropolitan Institute.
The goal of this research project is to study how citizens coalesce into responsive communities, make an impact, and then dissolve during and after a disaster. This research will bring into light locally significant disasters that do not earn national headlines and where the local community turns to their own resources to respond. Too often these local disasters and citizen responses are not studied but they are vital to deepening of our understanding of community resilience and the dynamics of citizen engagement. We will uncover the dynamics of community emergence in response to a disaster. Questions considered will include: who organizes citizens into a community, how, and why? How do they respond to the disaster? How is technology, especially social media, mobilized for community organization and relief operations? And finally, what leads to the disbanding of these communities and is there any institutional memory preserved? Consisting of a series of in-depth case studies, made up of first-person accounts and interviews together with a review of secondary sources, the research will look at three stages of a spontaneous community response: the assemblage; the action and impact; and the dissolution of the community. We will study how these emergent communities use technology creatively in the various stages of the community formation as a catalyst to overcome the lack of formal response mechanisms or response planning.
This project will provide valuable insights for citizen activists, planners, and policy makers on the functions and impacts of community response and improve our understanding of citizen engagement. Understanding the emergence, and impacts of local community response can inform the efficiency of more widespread responses. We will construct a web-based platform to share results from the research project (including video interviews with citizens, case studies, and community planning tools). In addition, the web-based platform will support networking and community building among citizens who are interested in building resilient community networks.
- “Resilience of Citizen Engagement to Local Disasters: Studying the Emergence and Dissolution of Community Networks,” Institute for Society, Culture and Environment @ Virginia Tech, 2011, (PI) (co-PIL Margaret M. Cowell) ($20,000)
My presentation, Building and Sustaining Agile Information Systems, as part of the Strategic Issues in Information Technology: Challenges and Innovations series, is now available online. In this presentation, I discuss practical design guidelines for building and sustaining agile information systems and agile organizations. I focus on four key levers that need to be managed towards this end: information, knowledge, work, and technology.
Desouza, K.C. (2011), "Building and sustaining agile information systems", in Galliers, R.D.(. (ed.), Strategic Issues in Information Technology: Challenges and innovations, The Marketing & Management Collection, Henry Stewart Talks Ltd, London (online at http://hstalks.com/lib.php?t=HST120.2632_1_3&c=250)
My paper co-authored with Yuan Lin, Towards Evidence-Driven Policy Design: Complex Adaptive Systems and Computational Modeling, will appear in The Innovation Journal: The Public Sector Innovation Journal.
I hope to use this post to begin a discussion on this question. Specifically, how do we define network resiliency when examining large-scale public sector networks. These networks span multiple-levels from individuals to organizations and may even involve consortiums. Consider the case of the US intelligence community (USIC). The USIC involves both public sector organizations (e.g. CIA, NSA, FBI, etc) but also collaborates with intelligence agencies in other countries (e.g. MI6, BND) and even private organizations (Xe Services LLC). The USIC must ensure that its network is resilient. Its resiliency is dependent not only how well it plans for, and executes, responses to changes in its internal and external, but also how well its network (which consists of many organizations it does not have formal control, or even influence, over) fairs in times of crises.
Today, I was examining the literature in telecommunication networks for concepts that we could draw on. The engineering literature has a myriad of concepts that we could draw on to build a framework for organizational network resiliency. For example, consider the concept of load-balancing. Load balancing is essential to the design of robust electronic networks. While its primary purpose is to allow us to plan for efficient usage of resources, load balancing also helps with managing against overload on devices. To describe the concept without getting too technical, one might conceptualize load balancing as follows: incoming information requests to a network are distributed to the appropriate device within the network by a load-balancer. The load-balancer is responsible for routing the request to the best available device (different algorithms might be used for this, and we can have different criteria for determining the best device to route a request to). Load balancing can help us design failsafe mechanisms (for e.g., if one node is down then traffic is routed to a backup node).
Should we have load-balancing mechanisms for organizational networks? Absolutely! I actually think that organizational networks do have implicit load-balancers. Some view these as gatekeepers? Gatekeepers play a vital role in determining how information moves within networks. Do you know of any organizations that manage their gatekeepers mindfully? If so, how do they do it? Also, are there other organizational concepts that are similar to load-balancing?
During my visit to the CIS @ LSE, I conducted an inquiry into how ecological models might help us understand robustness of networks, especially terrorist networks. One idea that I worked hard on is how do agents within a network adapt under conditions of duress. For example, assuming you took away a food source from an ecosystem, how might the various entities (species) adapt and create work-a-rounds? Would the nature of competition among the species change? Would the patterns that drive the reorganization of the ecosystem be predictable?