Cognitive
Cognitive
Cognitive
3
One could say that the cultural trait of a node is still (Galles & Pearl 1997).
4
“in the final analysis” determined by its social type, but This possibility seems to confound the claims of the re-
only with the proviso that the over-all structure of the net- cent, and widely-publicized, study of the spread of obesity
work “screens off” the latter, rendering it causally irrelevant in a social network (Christakis & Fowler 2007).
our data and the predictions of a good neutral model the movies or bookmarks which get recommended by
can we say that the adaptive explanation has passed a collaborative filtering services are the emergent prod-
severe test and truly has evidence in its support (Mayo ucts of the interactions of many participants (Lerman
1996). 2007). What social media offer us, again, is the possi-
bility to automatically collect large-scale data on such
Collective Cognition phenomena, combined with a clear understanding of
the interaction structure (or at least a lot of it), as well
It’s been recognized since the 1930s that market
as much of the external circumstances and the goals
economies are “collective calculating devices” (Lange
of the group. We can thus begin, at least at a small
& Taylor 1938; Hayek 1948). A market-clearing allo-
scale, to begin building and systematically testing the-
cation of good and services is simply too big for any-
ories which explain how social information processing
one to grasp, let alone find. Instead it is the process
and collective cognition succeed when they do.
of exchange itself which adaptively finds and imple-
ments this allocation.5 This is an example of what It might be thought that the theoretical explanation
we might call collective cognition, by analogy to the is rather simple, and goes (currently) under the name
classical (Mancur Olson 1971) “collective action”. Sim- of “the wisdom of crowds” (Surowiecki 2004): individ-
ilarly, the problems of designing policies for govern- uals make noisy guesses, which on average are unbiased
ments are largely beyond the scope of what anyone and uncorrelated, so simple averaging leads to conver-
can actually do, but not beyond the scope of demo- gence on the appropriate answer. Taken seriously, this
cratic deliberation, which reduces the problem from explanation implies that our economy, our sciences and
solving for the optimal policy in one stroke, to criti- our polities manage to work despite their social organi-
cizing and improving policies piecemeal (Braybrooke & zation, that science (for example) would progress much
Lindblom 1963), in light of the information and ideas faster if scientists did not collaborate, did not read each
of many participants. (Popper 1945; Lindblom 1965; others’ papers, etc. While every scientist feels this way
Ober 2005) (Historically, democratic decision-making occasionally, it is hard to take seriously. Clearly, there
has been associated with more social power than other has to be an explanation for the success of social in-
forms of government (McNeill 1982), but the causality formation processing other than averaging uncorrelated
is unclear.) Similar remarks apply to bureaucratic or- guesses, something which can handle, and perhaps even
ganizations, such as corporations, and to scientific dis- exploit, statistical dependence between decision mak-
ciplines. ers.
It is notable that modern societies are vastly better A particularly interesting line of attack on these prob-
at collective cognition than earlier ones. The degree lems is suggested by the analogy with ensemble meth-
of organization, and its precision, which we take for ods in machine learning. As Domingos (1999) has
granted would have been astonishing for even the in- pointed out, the success of these methods seems to con-
habitants of the most advanced societies c. 1600, to found naive interpretations of Occam’s Razor, in much
say nothing of c. 100. Historians have explored some the same way that the success of social information pro-
of the technical and institutional underpinnings of these cessing confounds the simple “wisdom of the crowds”
organizational revolutions (McNeill 1982; Beniger 1986; story. Ensemble methods, in which large numbers of
Yates 1989), but at a deeper level we have little idea why low-capacity classifiers or predictors (e.g., shallow clas-
this is so, or why what we do works (when it does work). sification trees) are combined, effectively create a sin-
This makes it harder to improve the functioning of our gle model of what appears to be very high capacity,
institutions for collective cognition. Economic theories and so they appear to be nothing but an invitation to
of mechanism design attempt to do so, but largely ad- over-fitting. Worse, typically ensemble methods such as
dress the problem of motivating people to act in certain boosting (Hastie, Tibshirani, & Friedman 2001), bag-
ways, rather than of how to figure out what the right ging (Breiman 1996) and mixtures of experts (Jacobs
action is (Miller 1992). 1997) create correlated low-level predictors, so that the
These are all very large themes indeed, of course, and simple average-the-crowd story is inapplicable. In fact,
it might seem grandiose to even mention them in this it is precisely because the component predictors are cor-
context. I am not suggesting that studying social me- related, but not identical, that the actual capacity of the
dia will give us the key to all organization technologies. ensemble is much smaller than its apparent capacity.
What it can do, however, is give us a set of case studies A similar result holds for cooperative problem-solving
where, on a much humbler level, people are nonetheless (Hong & Page 2004). Under mild conditions, it can be
engaged in social information processing and collective shown that a large group of “weak” heuristic problem-
cognition. Just as no one market participant decides on solvers, whose performance in isolation is only slightly
or represents the over-all market allocation, and no one better than random search, will actually out-perform a
scholar ever grasps more than a small portion of what similarly-sized group of “strong” heuristics, ones whose
is known about conic sections or cellular slime molds, average performance in isolation is much better. One of
those conditions, however, is that the problem-solvers
5 must be able to communicate with each other, mak-
On the formal computational power of market-like sys-
tems, see (Walsh et al. 2003). ing their candidate solutions strongly dependent rather
than uncorrelated. There is good evidence that this Press.
beneficial effect of heuristic diversity and communica- Beniger, J. 1986. The Control Revolution: Technolog-
tion is actually seen in the cognitive performance of hu- ical and Economic Origins of the Information Society.
man groups (Page 2007). This suggests a very promis- Cambridge, Massachusetts: Harvard University Press.
ing direction for research on social information pro- Bourdieu, P. 1984. Distinction: A Social Critique of
cessing, namely to use the mathematical techniques the Judgement of Taste. Cambridge, Massachusetts:
of statistical learning theory to establish bounds on Harvard University Press.
the performance of suitable sorts of ensemble-learners
and group problem-solvers, and see how close actual Braybrooke, D., and Lindblom, C. E. 1963. A Strategy
social information processing systems come to attain of Decision: Policy Evaluation as a Social Process.
those bounds, and how the latter could be improved by Glencoe, Illinois: The Free Press.
changes to their architectures. Breiman, L. 1996. Bagging predictors. Machine Learn-
Both ensemble methods and the Hong & Page re- ing 24:123–140.
sults on diverse heuristics posit relatively simple forms Chamley, C. 2004. Rational Herds: Economic Models
of “social” organization, such as direct averaging, or of Social Learning. Cambridge, England: Cambridge
passing a problem to the next person able to improve University Press.
on the current solution. There is every reason to think, Christakis, N. A., and Fowler, J. H. 2007. The spread
however, that the optimal form of organization will ac- of obesity in a large social network over 32 years. The
tually depend on the structure of the problem being New England Journal of Medicine 357:370–379.
solved. (Cf. Braybrooke & Lindblom (1963) on how the
Cohen, G. A. 2000. Karl Marx’s Theory of History: A
social organization of policy analysts serves their cog-
Defense. Princeton, New Jersey: Princeton University
nitive strategy of “disjointed incrementalism.”) In par-
Press, second edition.
ticular, coordination over time is not an issue in ensem-
ble methods, and handled by assumption in the Hong Collins, R. 1998. The Sociology of Philosophies:
& Page model, but extremely important in real-world A Global Theory of Intellectual Change. Cambridge,
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cognition. Dewey, J. 1927. The Public and Its Problems. New
This suggests a final line of research, one which draws York: Henry Holt.
together ideas from distributed systems, economics and Domingos, P. 1999. The role of Occam’s Razor in
statistical mechanics. Experience with distributed sys- knowledge discovery. Data Mining and Knowledge
tems shows that often the hardest part of their design is Discovery 3:409–425.
ensuring coordination over time, and that failure to do Elster, J. 1985. Making Sense of Marx. Cambridge,
so can lead to all manner of unwanted behavior, in par- England: Cambridge University Press.
ticular to wild oscillations and/or locking into deeply
undesirable configurations (Lynch 1996). In fact, the Frawley, W. D. 1997. Vygotsky and Cognitive Science:
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Acknowledgments Thanks to P. Agre, P. Domin- der. Chicago: University of Chicago Press.
gos, C. Genovese, K. Lee, S. Page, W. Tozier, E. Smith, Hong, L., and Page, S. E. 2004. Groups of diverse
N. Snoad, and the participants of the 2002 workshop on problem solvers can outperform groups of high-ability
collective cognition and distributed intelligence at the problem solvers. Proceedings of the National Academy
Santa Fe Institute for valuable discussions, and to K. of Sciences 101:16385–16389.
Klinkner for many reasons (including valuable discus- Huckfeldt, R.; Johnson, P. E.; and Sprague, J. 2004.
sions). Political Disagreement: The Survival of Diverse Opin-
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