CUNY Graduate Center / Data & Society
Cloudera Fast Forward Labs
The successes of technology companies that rely on data to drive their business hints at the potential of data science and machine learning (DS/ML) to reshape the corporate world. However, despite the headway made by a few notable titans (e.g., Google, Amazon, Apple) and upstarts, the advances that are advertised around DS/ML have yet to be realized on a broader basis. The authors examine the tension between the spectacular image of DS/ML and the realities of applying the latest DS/ML techniques to solve industry problems. The authors discern two distinct ways, or modes, of thinking about DS/ML woven into current marketing and hype. One mode focuses on the spectacular capabilities of DS/ML. It expresses itself through one-off, easy-to-grasp marketable projects, such as DeepMind’s AlphaGo (Zero). The other mode focuses on DS/ML’s potential to transform industry. Hampered by an emphasis on tremendous but as of yet unrealized...
Abilene Christian University
MARY YOKO BRANNEN
University of Victoria
Showcasing a sixteen-month ethnographic study of a coalition to end homelessness in Western Canada, we show how the integration of two theoretical perspectives—institutional logics and negotiated culture—can be used as complementary, yet distinct lenses to better inform the practice of cross sector partnerships which tackle the world’s wicked problems. In doing so, we highlight how we were able to holistically capture the meaning systems at work in such multi-faceted partnerships resulting in a better understanding of how partnerships can work across difference to affect positive social change. In particular, we capture how multiple stakeholders make sense of a partnership’s identity in a variety of different ways based upon meaning systems with which they identify at multiple levels as well as how they enact bridging skills across meaning-related boundaries to promote more effective partner interface.
Keywords: cultural dynamics, negotiated...
School of Design, The Hong Kong Polytechnic University
This paper aims towards a critical re-evaluation of Participatory Design processes based on a completed collaborative research (2015) in rural China. The study involved two complementary disciplines; the Applied Social Sciences and Design and their corresponding research methodologies; Action Research and Participatory Design aligning the social and the physical. The resulting design and implementation of a community kitchen in rural China enabled villagers to develop social enterprises and new types of collective organizations. With Action Research providing the necessary ‘software’ for social organization and engagement, facilitating the development of ‘hardware’ or design outcomes through participatory processes. Beyond design and social outcomes, the study raised questions concerning the critical, conceptual and praxis underpinnings of Participatory Design that impact its effectiveness as a tool. Participatory Design, sometimes panacea for an objectified...
Hasbrouck Research Group
Contributor: LISA DICARLO, Brown University
In this interactive tutorial, participants explored ways in which ethnographers can have an expanded role in addressing social issues and other wicked problems. In particular, it explored how ethnographic thinking can frame problems and catalyze change.
Participants were first provided with a grounding in ways to approach systemic challenges and social entrepreneurship, including discussion of some successful roles ethnographers have played as part of inter-disciplinary teams. Then, instructors introduced three case studies (and frameworks of systems within them) that participants later used as material for exploring how broader applications of ethnographic thinking might work in real world settings. Those included: labor practices in the seafood industry, encouraging energy conservation, and managing the refugee crises.
In the second part of the tutorial, participants divided into groups...
Focusing on the mid-20th century, this paper explores the relationship between design and economics. Then, through the postwar emergence of user-centered design, it explores the positive and negative outcomes that this dominant approach has had on larger social relations, specifically asking: How are the motivations influencing user-centered design processes inherited by its products and their users? Using case studies and insights from design theorists, historians and practitioners, the paper calls for a new approach to industry lead design research and practices that evolves the question “how does this work for me?” to include “how does this work for us?”
ERIK VINKHUYZEN, LUKE PLURKOWSKI and GARY DAVID
This yearlong video ethnography of a healthcare clinic that transitioned from a paper process to a scanning solution documents in detail how the new technology impacted different groups in the clinic. While the scanning solution reduced the retrieving, filing, and paper-processing work for the Medical Record clerks, the ethnographic analysis showed that it also eliminated some of that work’s tangible benefits for providers. Ultimately, the scanning solution resulted in a shift in the division of labor in the clinic from Medical Records to the healthcare providers who were burdened with additional administrative tasks. Indeed, the scanning technology did not make the clinic more efficient overall, as the number of patient visits per day remained the same....
I posit that strategic innovation – the act of carrying an idea through to execution – is an act of destruction as much, or perhaps more so, then it is an act of creation. Specifically, innovation is a violent act against an extant complex adaptive system, a system whose purpose is not only to survive, but also to improve its relative position vis-à-vis others in its milieu. Moreover, innovation that happens within institutions such as corporations is an act of violence against a system animated by extant social structures who also seek to survive and improve their relative positions. The result is a system whose emergent properties actively resist innovation, a point well covered in literature. Strategic innovations, already a low probability event, can occur with greater likelihood, therefore, if one leaves the system and returns in a structured manner, a structure I propose is remarkably similar to the Joseph Campbell’s “Hero’s Journey”. Implications for the structure of strategic innovation, innovations...
The ability to lead organizational and cultural change has never been a more critical factor for success in business than today. With renewed urgency many executives ask what do with their company culture(s): “Why can’t we build organizations that are more innovative, inspiring, and more agile – and why do our change initiatives typically fail?” Based on project engagements where questions like these have been a focal point, this paper aims to shed light on the conditions and role of business anthropology to take active part in enhancing organizational change programs. Through concrete examples, it discusses central challenges on how we as ethnographers can strengthen our approach when navigating in change programs – not only in terms of how we decompose and diagnose culture (telling companies what they should not do) – but more importantly on how to play an active role in leading the way and tackling complexity through positive enablers of change.
Featured Image by Robert Katzki...
KEN ANDERSON, TONY SALVADOR and BRANDON BARNETT
Since the 90’s, one of ethnography’s values has been about the reduction in the risk of developing new products and services by providing contextual information about people’s lives. This model is breaking down. Ethnography can continue to provide value in the new environment by enabling the corporation to be agile. We need to: (1) identify flux in social-technological fabric; (2) engage in the characterization of the business ecosystems to understand order; and (3) be a catalyst with rapid deep dives. Together we call it a FOC approach (flux, order, catalyst)....